TABLE OF CONTENTS

PAGE Section Company McDonalds CONTENTS Chapter Title Introductio Gaining a n Global Perspective Chapter 5 Title Individual and Organization al Motivation 7 Company General Mills C. Company Reliance Industries Limited D. Company IDBD Bank E. F. G. Framework References Chapter 22 Title Managing Change 21 29 31 Chapter 18 Title Power and Influence 15 Chapter 14 Title Managing Diversity 10 NO.

A. Company Infosys

B.

A. Company: McDonalds I. Corporation and History

o McDonalds was created in 1948 when Dick and Mac McDonald closed town their Barbeque restaurant and reopened a self-serve drive-in restaurant. Key features of the new restaurant were its nine item menu and its drive-in that prevented soldiers from having to get out of their cars to get food. o In 1955 Ray Kroc opened the Des Plaines McDonalds as a franchise and incorporated McDonalds. o 1958 McDonalds sold its 100 millionth hamburger. o 1960 Kroc bought the exclusive rights to the McDonalds name. o 1961 Kroc launched what was later to be called Hamburger University where franchisees were trained on the science of running a successful McDonalds. o Ray Krocs philosophy was to create restaurants that would be famous for food of consistently high quality and uniform methods of preparation. He wanted to serve burgers, buns, fries and beverages that tasted just the same in Alaska as they did in Alabama.(http://www.mcdonalds.com/us/en/our_story/our_ history/the_ray_kroc_story.html) o In 2003 McDonalds reinvented itself to be better, not bigger and developed a strategic plan called Plan to Win, which refocused the companys efforts on restaurant execution with a goal to improve the overall experience of the customer. The Plan to Win focuses on five key drivers of business for the company - People, Products, Place, Price, and Promotion. (http://www.aboutmcdonalds.com/etc/medialib/about McDonalds/investor_relations0.Par.17264.File.dat/20 09%20AR%20Report%20-%20Print.pdf) o By 2009 McDonalds has become a system of 32,478 local restaurants in 117 countries. 26, 216 restaurants were franchises; 3, 160 were operated by development licensees; 4036 operated by foreign affiliated markets; and 6262 were operated by the company Regions of operation include, the United States, Europe, Asia/Pacific, Middle East, Africa Canada and Latin America (McDonalds Annual Report 2009) o McDonald's brand mission is to "be our customers' favorite place and way to eat." II. Nature of business/industry

o McDonalds views itself as a franchiser and operator of McDonalds restaurants; it also refers to itself as a leading global foodservice retailer. McDonalds leads the chain restaurant business in the United States and abroad. On an average day McDonalds serves approximately 60 million customers. o Other industry leaders include: Pizza Hut, KFC, Burger King and Wendys along with Yum Brands. All of these brands have also established a significant presence in the global market, but none match that of McDonalds. o The global fast foodservice industry is dominated by American companies. (http://galenet.galegroup.com.libproxy.temple.edu/servlet/ BCRC? locID=temple_main&srchtp=cmp&cc=1&c=1&iType=sic& mode=i&tcp=Mcdonalds&docNum=I2501400749&bConts =16163&vrsn=unknown&rcp=CO&rsic=PK&ste=85&tab=1 024&cind=5812++Eating+Places&tbst=tsIS&ccmp=McDonalds+Restaurant s+Ltd.&n=25) III. Organizational Behavior (OB) Variable(s) highlighted in the chapter o The introductory chapter demonstrates how various cultural values have played out in the spread of globalization and in management around the world. The first part of the chapter explored the broader impact of globalization on topics such as equality, labor conditions, governmental control, and environmental sustainability. (Broadening the Debate: The Pros and Cons of Globalization by Joyce S. Osland) The second part provided specific global examples of how cultural permeates the role of the manager and also constrains the manager. (Cultural Constraints in Management Theories, by Geert Hofstede) IV. Discussion of the OB variable o Understanding a persons values or a cultures values is important because it can explain attitudes, behaviors, and perception Values represent basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or

converse mode of conduct or end-state of existence (Robinson, Judge, Sanghi, pg 126) Values lay the foundation for our understanding of peoples attitudes and motivation and because they influence our perception (Robinson, Judge, Sanghi, pg 127) o Values are an independent variable that influence dependent variables like performance and satisfaction. Dependent variables of performance and satisfaction are likely to be higher if their values fit well with the organization. (Robinson, Judge, Sanghi, pg 141) V. Relevant research grounding the OB Variable o In the chapter on values Hofstede demonstrates how values differ across cultures. o Hofstedes Framework for Assessing Cultures This framework is most commonly cited to describe variations among cultures. It contains five cultural dimensions power distance, uncertainty avoidance, individualism, masculinity, and long-term orientation. For example, Western cultures have certain individualistic and short-term orientations that eastern cultures do not tend to display. These differences in values influence how people in each culture behave and what they value. o Therefore the basic requirement for understanding behavior and motivations, etc around the world is to know that values differ across cultures. VI. Link Between OB Variable and Selected Company o Values are linked to McDonalds in two major ways Globalization and perceptions of local U.S. values as universal values Management constraints based on perceptions of values o Globalization is defined as a process leading to greater economic interdependence and networks and the economic, political, social, cultural, and environmental results of that process. Osland notes that some have defined globalization more narrowly as an issue of free markets and supply and demand (Osland, pg. 3). Osland argues that doing so has limited their ability to see the expansive pros and cons of globalization.

o Globalization relates to McDonalds because McDonalds was the first company to try to export Americas love of fast food. (William Gould (1996) http://rw303.wetpaint.com/page/McDonald's, +globalization+and+culture .) o Some argue that, there has been a loss of traditional values with the introduction of non-traditional food into the culture of foreign countries.(http://rw303.wetpaint.com/page/McDonald's, +globalization+and+culture) o As companies globalize individual and company values have to be reevaluated in the context of the country of operation. o For example, McDonalds does not serve beef in India McDonalds entered the Middle East and India very set to its values of standardization and efficiency that were cornerstones of their success in the U.S. McDonalds believed that they could expand globally with the same menu that worked for them at home; this included selling its world famous beef and pork products. However Middle Eastern and Indian values are different. The Middle East is dominated by museums who do not believe in eating pork; and Indias Hindu population does not believe in eating beef. Through a process of trial and error McDonalds has developed modified menus that reflect a more transnational approach. They maintained standardization in some areas such as french-fries or ice cream, but customize menu choices that are appropriate to regional localities, such as chicken Big Mac in India or even the lobster roll in New England. o Management Styles Management styles also emerge from values and become an issue in the globalization of an organization such as McDonalds. Hofstede notes that the American definition of management is one that refers to the process, but also to the managers as a class of people. (Hofstede, pg 26)

This class 1) does not own a business but sells its skills to act on behalf of the owners and 2) does not produce personally but is indispensible for making others produce through motivation. (Hofstede, pg, 27) Hofstede goes around the world investigating different cultures view of management and the role of the motivator. Hofstede argues that in Germany, for example, the workforce is highly skilled and responsible and therefore may not even need the American-style manager to motivate them. (Hofstede, pg 27) He also found the American-Style manager role, nonexistent in Japan and France because of different cultural values. In Holland, decisions seem to be made through consensus among all parties. Global variations in perspectives on management are informed by cultural values, science, families, schools, and government. As Hofstede stated in his article that understanding these variations can help organizations predict behavior in a cross-cultural context. As a global company McDonalds has a tall order to execute standardized products in various communities and cultures around the world. Given these cultural realities McDonalds has chosen to focus a major part of its business on franchising. More than 75% of the worldwide restaurants are owned by independent local franchisees. (McDonalds Annual Report, 2009) Through franchising local franchisees can develop facilitate a management style that works in that particular culture. Managers have the resources of the McDonalds corporation to rely on where appropriate, but they can also tailor the menu and the management style to the cultural likes and dislikes of their local clientele. Hofstede would likely argue that local managers are best to receive the standardized information from McDonalds Corporation because they will (consciously or subconsciously) tailor them to their own cultural orientation.

o Implication of the Hofstedes article to McDonalds and to global management in general is that that local management style pervade the world and it is important to understand that American centric management approaches only really apply to America. Therefore, natives can best understand the systems at play in their own culture and arguably are best at managing in their own culture, because we each carry our own cultural orientation with us wherever we go. B. Company: Infosys I. Corporations & History Infosys was founded on 2 July 1981 by seven entrepreneurs, Shipra Sign, Nandan Nilekan, Kris Gopalakrishnan, S.D.Shibulal, K Dinesh and with N.S.Raghavan officially being the first employee of the company. Infosys http://quotes.nasdaq.com/asp/SummaryQuote.asp? symbol=INFY&selected=INFY is an information technology Services Company headquartered in Bengaluru, India. It was started with initial investment of US$250. Infosys is one of the largest IT companies in India with 114,822 employees (including subsidiaries) as of 2010. It has offices in 33 countries and development centers in India, China, Australia, UK, Canada and Japan. The company was incorporated as "Infosys Consultants Pvt Ltd." in Model Colony, Pune as the registered office. Infosys went public in 1993. Interestingly, Infosys IPO was under subscribed but it was bailed out by US investment banker Morgan Stanley which picked up 13% of equity at the offer price of Rs. 95 per share. The share price surged to Rs. 8,100 by 1999. By the year 2000 Infosys's shares touched Rs. 110 before the catastrophic incident of September 11th, changed all that.

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Nature Of The Business They are the global leader in the "next generation" of IT and consulting with revenues of US$ 5.4 billion (LTM Sep-10). Infosys defines designs and delivers technology-enabled business solutions that help Global 2000 companies win in a Flat World. Infosys also provides a complete range of services by leveraging their domain and business expertise and strategic alliances with leading technology providers. There offerings span business and technology consulting, application services, systems integration, product engineering,

custom software development, maintenance, re-engineering, independent testing and validation services, IT infrastructure services and business process outsourcing. Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Infosys has a global footprint with 63 offices and development centers in India, China, Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys and its subsidiaries have 122,468 employees as on September 30, 2010. Infosys takes pride in building strategic long-term client relationships. Over 97% of their revenues come from existing customers (FY 10).

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Organizational Behavior (OB) Variable Highlighted in the Chapter - Motivation: Motivation is a process that account for an individuals intensity, direction, and persistence of effort towards attaining a organizational goal. There are many internal human needs that drive motivation such as achievement, power and affiliation. Employees make decisions about how hard to work based on their expectations about the results and rewards of their efforts. Although managers cannot easily change the internal need employees bring to work, they can place people in jobs that fit their needs and then reward them appropriately. Kouzes and Posner pinpointed five practices of effective leadership: o Challenging the process o Inspiring a shared vision o Enabling others to act o Modeling the way o Encouraging the heart The importance of recognizing and rewarding peoples contribution is a key aspect of motivation.

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Discussion of the OB variable: Motivation is a dependent variable which is influenced by personal traits, workplace environment and various other measures mentioned below. David c. McClelland in research in that urge to achieve says, there are two kinds of people, o Highly motivated people, thats because they habitually spend their time thinking about doing thing better. They are more apt to do better in jobhunting, to set moderate achievable goals for themselves, to dislike gambling and to like job situations tell easily they are improving or not. o Other group of people, who are not self-motivated because its the kind of atmosphere they are brought up, setting moderately high achievement goals but who are warm, encouraging and non-authoritarian in helping their children reach these goals. According to David A. Nadler in his book Motivation: a diagnostic approach, o Understanding employees behavior can only be achieved by the managers, who can grasp what motivates their employees. o A good understanding of motivation can serve as a valuable tool for understanding the causes of behavior in organization, for predicting the effects of any managerial action, and for directing behavior so that organization and individual goals can be achieved. o Expectancy theory-model that holds promise for effective motivation of individuals and design of organization system. o The relevant forces in the individual and the environment combine to motivate different kinds of behavior. James M. Kouzes in his book Recognize contributions says, o The need for recognition and approval is a human drive, which motivates people to perform better. o A real job of an employee is to get and to do it in a way that makes your organization a great place to work. o The essentials to recognize contributions, Focus on clears standards Expect the best

Pay attention and Personalize recognition.

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Relevant Research grounding the OB Variable: Dennis W. Organ, author of The Motivation Basis of Organizational Citizenship Theory o Motivation helps to increase organizational citizenship behavior (OCB) o Better OCB from the employees can be achieved by this process Intrinsic Involvement Threshold for fairness Social exchange fairness Appraisal of Outcomes The author, Chris Argyris of the book Integrating the individual and the organization says the eight elements of building positive mental health are o Richness of self o Self acceptance o Growth motivation o Investment in living o Unifying outlook of life o Regulating from within o Independence o Adequacy of interpersonal relationship Building positive mental health is important aspect of selfmotivation, readiness to accept change, to improve the urge to achieve more etc.

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Link between the OB variable and the company: Infosys and its motivation techniques: Infosys is known for its motivation techniques and for the training they provide for their employees Appraisal plays the major role in identifying their key performer, they follow the following process evaluating their employees Appraise Appraiser Reviewer

o Appraisal- The employee who is been evaluated for appraisal, does a self evaluation. o Appraiser- is the technical lead (TL) who evaluates the score and suggests a score to the review. o Reviewer- is the project manager (PM) who gives the final rating and ranking base on the suggestions of the appraiser. By following this method Infosys tries to identify the key performer, increases the urge to perform better, tests selfmotivation etc. While evaluating the performance of the employees the following things are keep in mind, o Time taken to complete their job o The quality of their job o Flexibility o Adoptions of new technology Recently Infosys has allotted shares to its for its 30th anniversary, o Shares were allotted to employees based on their years of experience in the company. o Minimum of 5 shares was allotted to all the employees. They also celebrate a department day in which employees receive gifts from their department heads based on the performance of the department that year. Incentives are also provided to the employees based on the revenue earned per quarter. o Incentives are provided based on their designation. Infosys also conducts regular test, which motivates its employees to learn more and improve their knowledge in the domain they work. A small group of Systems Engineers answered a survey which was conducted to identify: o The job satisfaction of the employees, o What motivates them, and o If they are enjoying their Infosys jobs The link for the survey has been given below, http://www.surveymonkey.com/s/K65QS62 Results of the survey, o 100% of the employees surveyed said they need motivation to perform better.

o Money and promotion exactly motivates 20% of the employees surveyed. o Majority i.e., 60% of them feels responsibility motivates them o Majority of the employees have given a score ranging from 7 to 8, which shows that employees have a good level of job satisfaction. o 60% of the employees surveyed were happy with the measures Infosys takes to motivate its employees. o The remaining 40% of the employees felt the company could provide better pay, could allot regular reward for achievers etc.

C. Company: General Mills I. Corporation and History (www.generalmills.com) 1866: First flour mill in Minneapolis opened by Cadwallader Washburn, owner of Minneapolis Milling Company 1877: John Crosby enters into partnership with Washburn, whose company is then renamed Washburn Crosby Company. 1880: Company wins gold medal at the first International Millers' Exhibition, leading to the later creation of the Gold Medal brand. 1888: James S. Bell takes over leadership of Washburn Crosby. 1921: The fictional Betty Crocker is created by Washburn Crosby. 1924: Wheaties ready-to-eat cereal debuts. 1928: Bell's son, James Ford, leads the creation of General Mills through the merger of Washburn Crosby with several other regional millers. 1931: First baking mix Bisquick 1946: Cheerioats is renamed Cheerios. 1947: Betty Crocker cake mix launched 1954: Trix cereal is launched 1961: Edwin W. Rawlings is appointed president and ushers in a period of wide diversification. 1964: Company enters the snack food sector with the purchase of Morton Foods.

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1968: Company acquires Gorton's frozen seafood and several toy and game outfits--Rainbow Crafts, Kenner, and Parker Bros. 1969: Company moves into specialty retailing with purchases of Lacoste clothing and Monet Jewelry. 1970: Red Lobster restaurant chain is acquired; Hamburger Helper makes its debut. 1971: Eddie Bauer is purchased. 1973: Talbot's is acquired. 1977: Company purchases the U.S. rights to the Yoplait yogurt brand. 1983: The Olive Garden Italian restaurant chain is launched. 1985: Company divests its toy, fashion, and nonapparel retailing operations; Pop Secret microwave popcorn is introduced. 1989: Eddie Bauer and Talbot's are sold; Cereal Partners Worldwide, a joint venture with Nestl S.A., is formed. 1992: Company establishes Snack Ventures Europe in partnership with PepsiCo, Inc. 1995: The Gorton's brand is sold to Unilever; the restaurant division is spun off to shareholders as a separate public company, Darden Restaurants, Inc. 1997: The branded ready-to-eat cereal and snack mix businesses of Ralcorp Holdings, Inc. are acquired, including the Chex brand. 1999: Lloyd's Barbecue Company, Farmhouse Foods Company, and Gardetto's Bakery, Inc. are acquired. 2005: started going green initiative 2010: Listed again in Fortune100 top best companies

Nature of Business and Activity General Mills is in the food product industry Main product consists of leading breakfast cereal companies such as brands include Cheerios, Chex, Cocoa Puffs, Kix, Total, Trix, and Wheaties Other products include: Pop Secret microwave popcorn, Nature Valley granola bars, Gold Medal flour, Yoplait yogurt, Bisquick baking mixes, Hamburger Helper, Betty Crocker dessert mixes products can be found in grocery stores, supermarkets, retail chains, convenience stores General Mills is active outside the grocery sector with foodservice unit

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o markets products under the company's various brands to healthcare institutions, vending machines, and educational, hospitality Categorize sales into 4 business segments o US Retail - $10.3B (largest segment) o International - $2.7B o Bakeries & Foodservice- $1.8B o Joint Venture - $1.2B Located in more than 100 countries; websites in the following countries: o Asia Pacific: Australia, Hong Kong, Japan, Malaysia, Philippines, Taiwan, China, India, Korea, New Zealand, Singapore o Europe: Benelux, Germany, Israel, Middle East, Portugal, United Kingdom, France, Greece, Italy, Nordic, Spain o North America: US, Canada o Latin America: Argentina, Brazil, South Africa, Venezuela, Puerto Rico Company has two joint ventures of Nestle S.A. and Snack Ventures Europe o Nestle S.A. is called Cereal Partners Worldwide makes and sells ready-to-eat cereals outside North America Snack Ventures Europe venture with PepsiCo, Inc. 40.5 percent owned by General Mills; makes and markets snack foods in continental Europe Organizational Behavior (OB) Variable (s) highlighted in the chapter OB variable Diversity Chapter states that diversity extends beyond cultural background to include differences resulting from thinking styles, working styles, age, functional discipline, years of service, religious beliefs, sexual orientation, marital status, physical appearance/abilities, education, and gender 2 main topics discussed: generational diversity and gender diversity o Different generations contribute to managing diversity reflect on obstacles and challenges in different ways o Women face hurdles in the business world; Glass ceiling still exists in corporations both domestically and internationally Discussion of the OB variable

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Diversity is an independent variable as one cannot alter the generation he or she was born in and for the most part cannot alter or change his or her gender 1st diversity can be viewed in different generations (Chapter 14, Managing Diversity) o The Older Generation retired or getting ready to retire and concerned with their pensions o The Middle Generation the bulk of the workforce focused primarily on benefits and compensation o The Younger Generation the workforce of future, in need of training and education Major generations today o The Silent Generation most mature 50M people from this generation and they are considered the most wealthy control as much as 2/3 of the countrys financial assets (Chapter 14, Managing Diversity) o The Baby Boomers parents of this generation enhanced lives of their children to have more than they did Considered dedicated and workaholics o Generation X (1965-1976) Associated with gains of the stock market and .com era o Baby Boom Echo (1977-2000) Considered more independent and competitive o Millennium Generation youngest of all 5 generations Tech savvy, yet to fully be determined Each generation will eventually have to work with the other in some way or shape Corporations and organizations must take into consideration what motivational factors drive each generation and how to make a compatible work environment to become successful 2nd diversity can also be viewed in gender diversity Definition of glass ceiling according to chapter: barriers faced by women who attempt, or aspire, to attain senior positions (as well as higher salary levels) in corporations, government, education, and non-profit organizations Even though society has come a long way both in the US and abroad, women face challenges in the working world comparably to men Self confidence and determination are characteristics of successful business women yet some still experience discomfort

of white male managers with those unlike themselves (ex. women and women of color) Managing Diversity o These discrepancies in the work force need to be improved to offer equal opportunity amongst gender and race for women International focus must also be taken into account in todays world o one of the missing key ingredients is female global managers chapter 14 Managing Diversity International glass ceiling also exists 3 views and arguments o On their own, females can get promoted to senior level positions with ambition and hard work o Instead of focusing on challenges in the work place women face challenges with choosing between career and family o Small companies and female entrepreneurs are at times ignored vs. bigger organizations Relevant research grounding this OB variable Diversity is key in organizations for teams and group dynamics According to Organizational Behavior Chapter 9 Foundation of Group Behavior o A weakness diversity appears to lead to group conflict, especially in early stages o A benefit of diversity is that overtime diverse groups may perform better if they can get over their initial conflicts o Surface level diversity = observable characteristics such as national origin, race and gender, cute people to possible differences in deep level diversity, underlying attitudes, values, and opinions According to Organizational Behavior Chapter 10 Understanding work Teams o Global implications: different countries have high/low power distance and high/low tolerance of ambiguity and uncertainty is called uncertainty avoidance o Further implications of uncertainty avoidance indicate fluctuation in diverse thoughts and ideas that an individual employee may come from Developing a plan or completing a project can be assessed differently depending on the country o http://www.clearlycultural.com/geert-hofstede-culturaldimensions/uncertainty-avoidance-index/ = Uncertainty

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avoidance deals with a societys tolerance for uncertainty and ambiguity; it ultimately refers to mans search for Truth. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. Unstructured situations are novel, unknown, surprising, and different from usual. Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth; there can only be one Truth and we have it Consider outsourcing and opening new offices across the world, diversity is further highlighted in the above Example with info from link above: Germany there is a reasonable high uncertainty avoidance compared to countries as Singapore; Germans are not keen on uncertainty, by planning everything carefully they try to avoid the uncertainty. In Germany there is a society that relies on rules, laws and regulations. Germany wants to reduce its risks to the minimum and proceed with changes step by step. Different countries such as this create different diversity methods with engaging in corporate decision making o Highlight of diversity mentioned in book was organizational demography the degree to which members of a work unit share a common demographic attribute, such as age , sex, race, education level, or length of service in an organization, and the impact of this attribute on turnover o suggests that attributes such as age or the date that someone joins a specific work team or organization should help us to predict turnover o turnover will be greater among those with dissimilar experiences because communication is more difficult Companies should consider this factor when hiring and training its employees According to Organizational Behavior Chapter 18 Human resource policies and practices o Diversity training programs provide vehicle for creating increased awareness and confront stereotypes o This parallels with the chapter in Managing Diversity as HR is mentioned with responsibility and decision making power during the time of hiring a potential employee

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Link between OB Variable and selected company Diversity is a significant factor and core competency of General Mills Company is ranked in the top 50 companies for diversity across the nation Not only does the company maintain diversity in its products but it participates in several programs to keep employees and investors motivated o Participates in many training programs within company to speak to diversity of different generations working together Through this the company believes it can close the gap between separation that exists between those of different age groups and backgrounds o General Mills also participates in a women in business initiatives and conferences to break second part glass ceiling (www.generalmills.com) Chapter 14 - Managing Diversity encourages generations to work as one workforce which can be seen at General Mills o As a company it exhibits comments provided in this chapter of workplace desire: Respect, fair treatment, equality, balance, flexibility, appropriate feedback, and job enhancement and advancement opportunities o General Mills provides mentoring programs for those of senior level positions to partner with entry level positions and provide a career path Often senior management is from an older generation (silent generation, baby boomers) and the entry level positions is from those of the younger generation (baby boom echo generation) This helps promotion from within the company and creates loyalty Also gives all genders an equal opportunity of learning and promotions General Mills offers these programs above across international borders o Does not discriminate amongst countries and supports information highlighted in research of OB variable above

D. Company: Reliance I. Corporation & History (www.ril.com and http://www.moneycontrol.com/companyfacts/relianceindustries/history/RI)

1973 company incorporated in Karnataka state as a public limited company under the name Mynylon Ltd. 1975 company converted into a public limited company; Reliance Textiles Industries Pvt Ltd was incorporated in Maharashtra 1977 November Dhirajlal H Ambani and Natvarlal H Ambani along with some other existing shareholders offered for sale at par to the public. 28,20,000 equity shares of the Company in order to get the shares of the company listed on the Stock Exchange at Mumbai 1985 The name of the company was again changed from Reliance Textiles Industries Ltd to Reliance Industries Ltd; following subsidiaries created Trishna Investments and Leasing Ltd., Reliance Industrial Investments & Holdings Ltd., Reliance Petroproducts Ltd. 1990 set up a new company Reliance Bengal Industries Ltd. 1991 manufacture collaboration with BF Goodrich and DuPont 1993 awarded the medium sized discovered oil and gas fields for exploration and production 1994 introduce a new product - Octene LLDPE 1995 through a joint venture with Nnex, US, entered into the Telecom industry; RIL became India's largest private sector enterprise and a major player in Indian petrochemicals 1996 signed agreement with Motorola to set up cellular network with Reliance Telecom 1997 set up in refinery in Gujarat under Reliance Petroleum, Ltd 1998 entered healthcare industry; founder and chairman Dhirubhai Ambani was awarded the prestigious the Dean's medal by UPenn Wharton; only Indian company to win the runner up award in the Best emerging market company investor relations category for recognized by UK's Investor Relations Magazine in association with Financial Times 2000 ranked the largest polyester manufacturer in India; company signed an agreement with Jet Airways to work on airport privatization projects; selected as one of the World's 100 best-managed companies for the Year; formed a joint venture with Andhra Pradesh Technological Services to set up 7,500 Internet kiosks across Andhra Pradesh to provide electronic governance to rural areas; entered agreement with Nova Chemicals of Switzerland for the manufacture of high density polyethylene 2001 the company invested in oil and gas exploration and production sector over the next three years; ranked worlds largest producer of paraxylene (PX),fourth largest producer of PTA.

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2002 Reliance Petroinvestments has become a subsidiary of the company 2003 company discovered gas at offshore exploration in Gujarat; founders son, Anil Ambani is appointed as BSES MD 2004 acquired Trevira, a polyester company in Germany 2006 Reliance Fresh brand released for its retail division 2007 entered in joint venture with Yemen oil firm for refinery Company Profile Reliance Industries Ltd (RIL) is Headquartered in Mumbai and is the largest private sector company in India It has 23,365 employees and generated over 2.1B INR (2010 Annual Report) Founded by Dhirubhai Ambani, RIL is now operated under his son Mukesh Ambani who sits as the Chairman and Managing Director 3 major segments of operation o petrochemicals, refining, and oil and gas RIL also produces textiles and operates retail stores RIL contributes significantly to Indias economic growth o 14.5% of total exports o 5.6% of the governments tax revenues o 12.8% weightage in the BSE Sensex (2010 Annual Report) Has the largest refining capacity at any single location largest producer of polyester fiber and yarn, 4th largest producer of paraxylene, 5th largest producer of polypropylene, and 7th largest producer of purified terephthalic and mono ethylene glycol The stock price of RIL as on 11/11/2010 was NSE 1,104.25, BSE 1,103.95 Organizational Variable Highlighted in the Chapter Leadership Chapter 15 of the Organizational Behavior Reader shared three major components of good leadership: vision, trust, and Level Five Leadership In the first of the three articles, Burt Nanus answers the critical question of why vision matters and highlights the criticality of a leader providing a clear vision for a company that motivates others to action The second article, Creating and Building Trust by Ellen Whitener and Gunter K. Stahl explores the importance of trust in an organization; how employees must naturally trust; and how companies can foster trust among employees and manager

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o Additionally the authors note that different cultures have different notions of trust and expectations for how someone garners and maintains the trust of others The third article from the well-known book Good to Great, by Jim Collins, focuses on the attributes of Level Five Leadership, which he argues is a combination of humility and will. Discussion of OB Variable For the purpose of this paper, leadership is defined as the ability to influence a group toward the achievement of goals (Robinson, Judge, Sanghi, pg 126) Leadership is an independent variable that informs dependent variables such as productivity, motivation, and job satisfaction It is generally accepted in western research that leadership is an important variable for organizational success Relevant Research Grounding this OB Variable Generally among Organizational Behavioral theorist there are three main ways in which effective leadership is characterized (Robinson, Judge, Sanghi): o Trait theories of leadership, which suggest that there are certain physical, social, personality, or intellectual traits that determine whether or not someone has the propensity to be a leader Trait theory simply says that leaders are born and therefore can be identified by inherent traits Some specific traits that have been identified under this theory are, extroversion, conscientiousness, openness and emotional intelligence o Behavioral theories of leadership, which suggest that there are specific behaviors that separate leaders from nonleaders and therefore that leadership can be taught (Robinson, Judge, Sanghi) The Ohio State University (OSU) and subsequent University of Michigan Study (UofM), which defined two key dimensions of leadership behavior focused on the concept of a leaders orientation to be either employee oriented or production oriented The Blake and Moutons Managerial Grid drew from both the OSU and the UofM studies to create a grid that ranks where people are on the spectrum of orientation toward people or toward developing products o Contingency theories, accept that trait and behavior elements are helpful in understanding leadership, but

IV. V.

argue that the environment is another key factor in leadership effectiveness. Within the contingency theories there are three key theories (Robinson, Judge, Sanghi): Fielders Model, which focuses on matching the proper leadership style with the situation Hersey and Blanchards Situational Leadership Theory, which focuses on the readiness of the followers Path-goal Theory, which builds on the OSU and UofM studies and expectancy theory of motivation The theory: o Leaders provide followers with information, support and resources to help them achieve their goals o Leaders help clarify the path to workers goals o Leaders can display multiple leadership types The theory also argues that there are four types of leaders: o Directive: focuses on the work to be done o Supportive: focuses on the well-being of the worker o Participative: consults with employees in decision-making o Achievement-Oriented: sets challenging goals VI. Link between OB Variable and Selected Company Leadership and Reliance Although there are many theories of leadership, this paper will focus on the importance of vision, and selfless Level Five Leadership, presented by Jim Collins in Good to Great o All of which the Reliance founder, Dhirubhai Ambani possessed o Many of Dhirubhani Ambanis characteristics as a leader were similar to those outlined in the Path-Goal theory such as providing followers with information and with clarifying the path to workers goals o Based on the concepts of the Goal Path theory D. Ambani would be classified as an Achievement-Oriented leader that sets challenging goals. Dhirubhai Ambani started his company from scratch and believed in improving ones lot in life

He believed that he could be better, that his company could be better, and that India could be better o From a humble beginning, he went on to create an enviable business empire within a span of just 25 years. The Reliance Group is a living testimony to his indomitable will, single-minded dedication and an unrelenting commitment to his goals. http://www.ril.com/html/aboutus/tribute.html A portion of the Reliance website dedicated to the founder, says the following about his impact on the company and India: o He is credited to have brought about the equity cult in India in the late seventies and is regarded as an icon for enterprise in India. He epitomized the spirit 'dare to dream and learn to excel. http://www.ril.com/html/aboutus/founder.html In the article Why Does Vision Matter? Burt Nanus defines vision as a realistic, credible, attractive future for the organization. (Organizational Behavior Reader, Pg. 461). Nanus goes on to cites the Herman Miller Company CEO, Max DePree, in saying that The first responsibility of a leader is to define reality (Organizational Behavior Reader, pg 461). Leaders point the way, notes Nanus and that he or she champions a particular image of what is possible, desirable, and intended for the future of the enterprise. (Organizational Behavior Reader pg 461) Inherent in the vision is also the psychological connection that a vision creates among human being, which suggests, Lets go this way and Together well be able to realize our own deepest desires for meaning, accomplishment, and self-fulfillment. Here is where the action is. Heres where we can make our unique contributions. On this path lie the glittering prizes. Follow me. (Organizational Behavior Reader, pg 461) o Dhirubhai Ambani understood the importance of vision and took this job very seriously o He developed a vision that people could relate to and that people felt compelled to follow o The corporate philosophy he led with was "Think big. Think differently. Think fast. Think ahead. Aim for the best". http://www.ril.com/html/aboutus/tribute.html o And with this philosophy and his clear leadership, he became the internal and external compass for the company to think bigger and broader than before.

He inspired the Reliance team to do better than the best - not only in India but in the world. http://www.ril.com/html/aboutus/tribute.html The Nanus article also states that the sense of direction urges action; and that the sense of direction allows the value of the action o Although Dhirubhai Ambani has passed, his employees still speak of the way in which he provided a vision for them and motivated them toward action. Dhirubhai Ambani is credited with saying "Growth has no limit at Reliance. I keep revising my vision. Only when you dream it you can do it." And "Our dreams have to be bigger. Our ambitions higher. Our commitment deeper. And our efforts greater. This is my dream for Reliance and for India." http://www.ril.com/html/aboutus/awards_speeches.html Nanus notes that effective leaders understand the power of a vision and use it as their primary tool (Organizational Behavior Reader, pg 462) o Vision creates meaning for everyone in the organization o Vision provides a worthwhile challenge o Vision is energizing o Vision brings the future into the present o Vision creates a common identity Finally Nanus notes that effective leaders do not force their followers or boss them around they simply show them the way and lead from the front. (Organizational Behavior Reader, pg, 462). o D. Ambani understood the power of his people and led them from the front as Nanus suggest an effective leader does: For him, his people were his most important asset. He scouted around for the best and most talented professionals, nurtured them and continuously propelled them to aim for still higher goals. These highly motivated people comprise the core of what he named: "The Reliance Family". http://www.ril.com/html/aboutus/tribute.html Were Dhirubhai Ambanis leadership style not have been effective the world would likely not know Reliance Industries and there would have been no legacy to pass on to his children and the thousands of Reliance employees that were motivated and inspired by his vision and guidance. Current employees note his extraordinary leadership:

o We are fortunate to have had a man of Shri Dhirubhai Ambani's stature in our midst. His sterling leadership qualities, remarkable foresight, uncompromising pursuit of excellence, humility, prodigious capacity to motivate and trust people will continue to guide and inspire future generations at Reliance. We are proud and privileged to inherit this invaluable legacy. http://www.ril.com/html/aboutus/tribute.html In addition to being a visionary Dhirubhai Ambani demonstrated the characteristics Jim Collins describes as Level Five Leadership: Humility and Will Collins defines Level Five Leaders in the following ways: o a study of duality: modest and willful, humble and fearless (Organizational Behavior Reader, pg 478) o Possessing ambition for the company and setting up successors for success Dhirubhai Ambani did this, by creating an empire which he could pass on to his sons after his death According to an article entitled, Like Father Like Son: Mukesh Ambani the Torch Bearer Dhirubhai Ambani did train up his successor over many years. o Mukesh Ambani trained under his father since he joined the company age 24 o Sense of responsibility for company and decision making factors o Article states following his fathers footsteps of dare to dream and learn to excel, Mukesh Ambani was the brain behind Reliances key strategy of backward integration. Strategy helped in textiles polyester fibers petrochemicals http://www.articlesnatch.com/Articl e/Like-Father--Like-Son--MukeshAmbani-The-Torch-Bearer/966494 The article indicates sons were in presence of their father and allowed that to be a natural learning to develop future leadership skills and lead into succession planning o Collins also cites, an unwavering resolve to do what must be done as a characteristic of Level Five Leadership Dhirubhai Ambani, battled voids in infrastructure, low expectations from employees and negative stereotypes from foreign suppliers, buyers, and

potential customers to establish a world class company As if all of the evidence did not already point to Ambani as a level five leader with extraordinary vision and ability, his employees confirm it in the following statement: o Truly, men like Shri Dhirubhai Ambani are rare. They come gifted with the power and the vision to change the destiny of nations, to alter the course of corporate history. They are the empire builders, the stuff that legends are made of. The legend called Shri Dhirubhai Ambani will never die. His spirit will live on forever. http://www.ril.com/html/aboutus/tribute.html

E. Company: Industrial Development Bank of India Limited I. Corporations & History: The Industrial Development Bank of India Limited (IDBI) is one of Indias leading public sector banks and 4th largest Bank in overall ratings. The Bank offers personalized banking and financial solutions to its clients in the retail and corporate banking arena through its large network of Branches and ATMs, spread across length and breadth of India. It have also set up an overseas branch at Dubai in March 2010 and have plans to open representative offices in various other parts of the Globe. Industrial Development bank of India o IDBI was constituted under Industrial Development bank of India Act, 1964 as a Development Financial Institution. Merger of IDBI bank Ltd. with IDBI Ltd. o Towards achieving the faster inorganic growth of the Bank, IDBI Bank Ltd., a wholly owned subsidiary of IDBI Ltd. was amalgamated with IDBI Ltd. in terms of the provisions of Section 44A of the Banking Regulation Act, 1949 providing for voluntary amalgamation of two banking companies. o The merger became effective from April 02, 2005. Merger of United Western bank with IDBI Ltd. o The United Western bank Ltd. (UWB), a Satara based private sector bank was placed under moratorium by RBI and the merger came into effect in on October 03, 2006. Change of name of IDBI Ltd. to IDBI Bank Ltd.

II.

Nature of the business: As on March 31, 2010, the Bank had a network of 720 Branches and 1210 ATMs and plans to roll out another 300 branches during FY 2010-11. The Bank's total business, during FY 2009-10, reached Rs. 3.06 Lakh Crore (up by 41.7 %), Balance sheet reached Rs. 2.34 Lakh Crore (up by 35.5 %) while it earned a net profit of Rs. 1031 Crore (up by 20 %). The vision for the Bank is for it to be the trusted partner in progress, by leveraging quality human capital and setting global standards of excellence, to build the most valued financial conglomerate. Its experience of financial markets helps to effectively cope with challenges and capitalize on the emerging opportunities by participating effectively in our countrys growth process. It offers various products and services to its customers as deposits, loans, net banking, online tax payment, RTGS/fund transfer, phone banking, mobile banking, debit cards, SME finance, agriculture finance etc. under two business vertical heads i.e., retail and corporate banking.

III.

Organizational Behavior -Managing Change:

Variable

Highlighted

in

Chapter

Managing change means coordinating a number of activities and inter-relationships so that the organization can survive, and benefit from, the process of change. A major challenge is to achieve the right balance between the short-term pressure for change and longer-term corporate goals. Change is inherent in contemporary organizational experience, and its management is not only critical to organizational success and survival but is also at the crux of the field of organization development. Knowledge of the change process is determined by a person's understanding of three key processes: planning change, managing change and evaluating change. Change management is a art as well as skill, helping the organization or department change regardless of your position in hierarchy is important.

IV.

Discussion of the OB variable: Managing Change is a dependent variable because its measurement can be benchmarked and is informed by organizational values and ethics etc. John Kotter and Dan Cohen in The Heart of Change says o Unsuccessful changes often result from solely on the data analysis and rational persuasion. o Whereas, successful change efforts rely on an orchestrated, choreographed sequence of steps that tangibly demonstrates the need for change. o Making people feel emotionally committed to the change, remove barriers to change and reinforce behavior consistent with the change is important for managing change successfully. o Highly successful organizations know How to overcome antibodies that reject change Grab new opportunities They see bigger leaps are increasing associated with winning big o The flow of see-feel-change is more important than that of analysis-think-change. o The important eight stages of successful large-scale change are Increase urgency Build the guiding team Get the vision right Communicate for buy-in Empower action Create short term wins Dont let up Make change stick Herbert A. Shepard in Rules of thumb for change agents says o Stay alive: Staying alive means staying in touch with your purpose. o Start where the system is: One should begin by diagnosing the system o Never work uphill: It is an appeal for an organic rather than mechanic approach of change. o Innovation requires good idea and initiative o Load experiments for success o Light many fires:

Follow more orderly than the random prescription while adopting change. o Keep an optimistic bias o capture the moment: Have relatively full access to your organized experience and to the situation to capture the moment better.

V.

Relevant research grounding the OB variable V.Nilakant and S.Ramnarayan in the book of change management have said o The success of the organization depends upon how well they manage change. o The change management effort would require dealing with the managing the unexpected. They also suggest developing a change agenda, your agenda should be based on the three factors, o Business environment and Industry dynamics. o Financial and non-financial targets. o Internal capabilities and competencies.

VI.

Link between the OB variable and the selected company

Managing change- IDBI Bank IDBI ACT 1964: Set up by an Act of Parliament in 1964 as a subsidiary of the Central Bank (RBI) Ownership transferred to Govt. in 1976 IDBI had been a policy bank in the area of industrial financing and development. From its inception IDBI has only shown moderate growth until 2000.

IDBI during the period 1994-2001: IDBI Act amended to permit private ownership up to 49%. Domestic IPO in 1995 reduces Govt. stake to 72%.

Post capital restructuring in 2000, Govt. stake reduced to 58.5% IDBI started its subsidiary IDBI bank Ltd., in 1996 as a full fledged commercial bank in line with a private sector bank However the subsidiary has not made significant growth in terms of branch and network until 2001.

IDBI Bank during the period 2001-2004: To be noted that an young official from CITI Bank official(39 yrs) was appointed as CEO of the bank in 2001 and he made far reaching changes in the bank (subsidiary) in terms of vision, policies, organization structure, HR initiatives etc. In 2004, there was discussion about the merger of the subsidiary with its parent bank and annoyed by the development the CEO of the subsidiary not willing to accept the merger, has left the bank.

Problems faced before the merger: HR culture and the potential was not very conducive for better performance in the sense viz., most of them were on the higher age group, having skill only in project finance, Protection from strong labor unions and the bank was dependent on o Fresh equity infusion by the share holders (government) o Market borrowing o Deposit of mobilization from the customers. It concentrated mainly on Project Finance with DFI (Development financial institution) role. From its inception IDBI has only shown moderate growth until 2000. It was mainly due to bureaucracy, intervention of politicians, delay in clarity on government policies etc.

IDBI Repeal act 2004: IDBI Ltd. commenced its foray into banking on a standalone basis, a merger of IDBI Bank with IDBI Ltd., a mutually gainful proposition with positive implications for all stakeholders and clients in terms of operational synergies, logistics advantages, cost efficiencies and rationalization of business processes, is

expected to be in place before the end of the financial year ended March 31, 2005. The Board of Directors of both IDBI and IDBI Bank had accorded in-principle approval of the same on July 29, 2004. The Board of IDBI Ltd. ratified the decision regarding merger of IDBI Bank with IDBI Ltd. at the meeting held on October 1, 2004.

Why did the merger take place? The merger of IDBI Bank and IDBI Ltd wanted to consolidate businesses across the value chain. They thought merger would provide a win-win situation for both the institutions and also enable the merged entity to provide an array of customer-friendly services to its existing and prospective clients. In a physical sense, this would enable IDBI Ltd. to complete the integration across the board. In a competitive sense, the merger would create a firm foundation for IDBI Ltd. to compete with other banks, supported by strong operational synergies. The merger would help the bank to stead in quest for market shares in the intensely competitive financial system and facilitate its passage to the upper echelons of the emerging financial architecture in India. The merger would lower the incurring loss and NPA level. In simple words there were two main visions behind the merger. o To serve its stake holders better o To make IDBI one of the faster growing banks

IDBI during the year 2006: The United Western bank Ltd. (UWB), a Satara based private sector bank was placed under moratorium by RBI. On a standalone basis it was not viable and its continuance jeopardize the interest of all stake holders. Upon IDBI Ltd. showing interest to take over the said bank towards its further inorganic growth, RBI and Govt. of India amalgamated UWB with IDBI Ltd. in terms of the provisions of Section 45 of the Banking Regulation Act, 1949. The merger came into effect on October 03, 2006. Its financial highlights are given below

(In crores) Net worth Total Assets Total Income Profit Before Tax Mar 2005 130.75 3976.28 552.38 (83.21) Mar 2004 NA 3744.47 595.90 61.54

The above data clearly shows that the bank faced a huge loss which forced the RBI to place the bank under moratorium. It clearly indicates the inefficient management of the bank. Two years huge losses were made which caused erosion of net worth and negative capital adequacy ratio. Its net worth fell below the prescribed limit of INR 300 crores. The depositors interest was in jeopardy. The net NPA to net advances ratio in the year 2005 was 5.63% The priority sector lending was 42.03% The reason behind the losses was basically assets-liability miss match in the bank.

IDBI during the period 2007-2010: Due to the organizational changes that took place, the bank needed the help of a external body to restructure its management and organizational policies. So, it consulted McKinsey a consultancy MNC company for the reorganization of the bank. McKinsey suggested the following changes for the bank o Business focus-vertical formation for clear vision o To change the marketing strategy, focus on more customer orientation i.e. visit the customer in person and know their requirement and serve according to their needs. o To compete with peers, to improve market share, market capitalization. o Increase network (no of branches) by recruiting more people for more customer service.

o To review the performance of employees regularly and provide suitable incentives. Positive changes after the reorganization: Organizational culture has changed; all employees understood that customer is the king. Retail and corporate banking was separated and the focus in each department increased. Change in marketing strategy took place. Started recruiting more employees and training was provided to them in commercial banking not only in project finance. More branches were started as they started to expand and its networking increased.

Problems faced due to the changes: IDBI parent organization employees were getting salary in conventional basis but the subsidiary IDBI bank employees were getting their salary in performance oriented incentive method. So, there was wide difference in pay between employees of same grade. Resentment among section executive employees. of employees especially non-

Officers with less experience were recruited for the same post. This created a internal conflict between the employees.

Steps taken to overcome the problems: IDBI bank employees salary was protected but the salaries of UWB and IDBI parent organizations employees were increased. Though this caused 30% more cost for the HR. The benefits of the employees were maintained and the transfer of employees was kept minimum.

They stopped recruiting non-executive employees which increased responsibilities for the existing employees and reduced the domination of non-executive employees. Though steps were taken to reduce the problems, internal conflicts is a ongoing problem in the bank. financial 200203 6945 63115. 8 6371 455.6 6.15 report during the period 200809 9423.9 172402 .3 13021. 6 985.6 11.85 2001-2010: 200910 10164. 9 233572 17563. 6 1044.7 14.22

Analysis of (in crores)

Net worth Total Assets Total Income Profit before tax EPS

200102 6654.2 66642. 6 7175.8 414.9 6.50

200304 5146.5 63846. 4 8223.3 461.5 4.98

200506 6372.1 88564. 8 6448.6 588.3 7.7

From the above data it is clear that post merger the total assets has increased, but total income and profit before tax has reduced as allotment of provision took place after the post merger condition. After the amalgamation of UWB bank, IDBI banks total assets, income and profit before tax has been increased drastically. The increase in Earnings per share clearly shows that IDBI has handled its management changes in an unprecedented manner. The quality of assets improved, NPA level has been brought down and its EPS has been constantly increasing. Had the bank not embraced the changes and adjusted its organizational culture and management, it would not have reached the position where it stands now.

F. The Framework: Building Effective Global Organizations

Diversi ty
SELF MOTIVA TED EMPLOY EES

C VISIO LEAR N

TRUS T

(V1)

COMPANYWIDE OWNERSHIP & LEADERSHI P

D MOTIVATE EMPLOYE ES

GIN MANA G GE CHAN

(V2) TRUST

Framework reflects our thoughts of how our understanding of organizational behavior can be applied towards improving an organizations effectiveness Building Effective Global Organizations: X Behavioral Factors (Inputs) o X are independent variables that the company should seeking to attract and foster Self-motivated employees o Provide training on their responsibilities and company culture Diversity o Foster understanding and acceptance of different cultural values, gender, and age variation o Understand what motivates different employees Clear Vision o Provide and promote a clear vision from the leadership Trust (V1) o Belief in trusting others The Funnel - Is the buy-pass through which independent variables must come together to garner results Company-wide ownership and leadership Guidance of level 5 leadership Lessons hierarchal power Building Effective Global Organizations: Y Behavioral Factors (Outputs) o Y variables are dependent on the X inputs for global organizations to be successful Motivated Employees o Greater job satisfaction and increased OCB o Lower attrition Trust (V2) o Trust between co-workers o Effective and efficient teams Manage Change o The right decisions are made at the right time o Top to bottom cooperation and buy-in

G. References http://www.infosys.com http://books.google.co.in/books? hl=en&lr=&id=9i8ezCcaw60C&oi=fnd&pg=PR9&dq=individual+and+ organizational+motivation&ots=N6PHzEbQPc&sig=p96DNAgsSQW2SlSMdUsC8_VtBI#v=onepage&q=individual%20and %20organizational%20motivation&f=false http://resource.udallas.edu/132/motivational_basis.pdf http://www.surveymonkey.com/s/K65QS62 www.catalystwomen.org www.generalmills.com General Mills Annual Report 2010 www.yahoo.com/finance http://www.clearlycultural.com/geert-hofstede-culturaldimensions/uncertainty-avoidance-index/ http://www.bnet.com/blog/food/diversity-a-successful-businessstrategy-for-general-mills/703 http://www.idbi.com/ http://www.idbi.com/Investor_anualreport.asp http://books.google.co.in/books? id=F7ooZVGKtOwC&pg=PA101&dq=managing+change+in+organisati on&hl=en&ei=RCbgTPbGI4vWvQPX2enODg&sa=X&oi=book_result&ct =result&resnum=8&ved=0CFsQ6AEwBw#v=onepage&q=managing %20change%20in%20organisation&f=false
http://www.ril.com/html/aboutus/founder.html http://www.ril.com/html/aboutus/tribute.html http://www.ril.com/html/aboutus/awards_speeches.html

http://www.articlesnatch.com/Article/Like-Father--Like-Son--MukeshAmbani-The-Torch-Bearer/966494

www.ril.com http://www.moneycontrol.com/company-facts/relianceindustries/history/RI Judge, T. A., Robbins, S.P., Sanghi, S. (2009). Organizational Behavior, 13th Edition, Dorling Kindersley (India, PBT. LTD.). Pearson Education In South Asia. Osland, Turner, Kolb & Rubin Organizational Behavior Reader