Mr. Vijay Mallya blames Employees for GROUNDING KFA !!!! For information. B. Sundararaman HR Consultants sgsventures@hotmail.com
From India, Madras
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66From India, Madras
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When a ship sinks, would a 'blame-game' rescue it or a mission?
We have come across countless case studies of companies making it big after surviving a hard time. Given the data in this case study, if we look at the acquisitions made by KFA, the accountabilities stand clearer.
Requesting our experts to share their insights on this case.
From India, Mumbai
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We have come across countless case studies of companies making it big after surviving a hard time. Given the data in this case study, if we look at the acquisitions made by KFA, the accountabilities stand clearer.
Requesting our experts to share their insights on this case.
From India, Mumbai
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Hello Sundar and (Cite Contribution),
This is an intriguing post featuring the KFA debacle.
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I am reminded of one of the popular questions that was found in a GENERAL MANAGEMENT question paper almost three decades back. When an organization fails to perform, the Chairman/MD is changed and not the workers. Why?
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Since the organization failed to pay the salaries (notwithstanding the retrenchment and the pruning down of the operation), the employees resorted to strike. It is not that the employees went on strike and so it paralyzed the operations. Blaming the employees is a baseless insinuation.
V. Raghunathan
From India
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This is an intriguing post featuring the KFA debacle.
1.0
I am reminded of one of the popular questions that was found in a GENERAL MANAGEMENT question paper almost three decades back. When an organization fails to perform, the Chairman/MD is changed and not the workers. Why?
2.0
Since the organization failed to pay the salaries (notwithstanding the retrenchment and the pruning down of the operation), the employees resorted to strike. It is not that the employees went on strike and so it paralyzed the operations. Blaming the employees is a baseless insinuation.
V. Raghunathan
From India
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It might have appeared hilarious, had it not been for the tragic fact that employees had not been paid for more than seven months.
Not only the Chairman of the company, but his loyal CEO as well, while upholding the traditional Indian culture of "Lalaji companies," chose to fume at the employees for the grounding of the airline. Not their fault. They, in all fairness - compatible with company culture, must have considered their employees as unpaid lifelong slaves!
P.S.: There was also a report of their CEO getting a raise!! No wonder he supports his Chairman blindly.
Warm regards.
From India, Delhi
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Not only the Chairman of the company, but his loyal CEO as well, while upholding the traditional Indian culture of "Lalaji companies," chose to fume at the employees for the grounding of the airline. Not their fault. They, in all fairness - compatible with company culture, must have considered their employees as unpaid lifelong slaves!
P.S.: There was also a report of their CEO getting a raise!! No wonder he supports his Chairman blindly.
Warm regards.
From India, Delhi
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Thank you, V. Raghunathan and Raj Kumar, for the insights. I wish to share this article as published on Financial Times on the Linguistic pattern of a leader. Science can help to spot symptoms of executive hubris. The research findings shared in this article seem parallel to the statements made in the KFA article.
From India, Mumbai
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From India, Mumbai
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Hello, @Cite Contribution,
The article on "hubris" is very interesting. I am sure more of such studies will surface. It is currently focusing on the behaviors already exhibited by people. Perhaps when they collect more statistical evidence, they would be successful in predictions also. Certainly, there is a long way to go.
However, time-honored value systems should come to the fore in such difficult situations. In my view, "belongingness" is a more fundamental concept. Successful people learn and grow with that attribute. It stands in good stead for them during bad times. They say while Managers prefer more of "I," Leaders stress on "WE."
Adversity brings out the best in a Leader, while the ordinary succumb to the pressures of the situation. Those with iron will emanate their Leadership qualities.
Travelling back in time, during the peak days of the Second World War, England was battered by German attacks on all fronts. There is a motivating speech by the then Prime Minister, Sir Winston Churchill, and it is enclosed for the benefit of all the readers.
V. Raghunathan
From India
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The article on "hubris" is very interesting. I am sure more of such studies will surface. It is currently focusing on the behaviors already exhibited by people. Perhaps when they collect more statistical evidence, they would be successful in predictions also. Certainly, there is a long way to go.
However, time-honored value systems should come to the fore in such difficult situations. In my view, "belongingness" is a more fundamental concept. Successful people learn and grow with that attribute. It stands in good stead for them during bad times. They say while Managers prefer more of "I," Leaders stress on "WE."
Adversity brings out the best in a Leader, while the ordinary succumb to the pressures of the situation. Those with iron will emanate their Leadership qualities.
Travelling back in time, during the peak days of the Second World War, England was battered by German attacks on all fronts. There is a motivating speech by the then Prime Minister, Sir Winston Churchill, and it is enclosed for the benefit of all the readers.
V. Raghunathan
From India
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Thank you for these articles and insights.
Leadership is a very fascinating subject, and the more one learns about it, the greater the appetite grows.
Can leadership be "copied"?
Richard Branson is a charismatic leader who believes in leading from the front, "living" it, and having a great time with people!!!
He lives an outlandishly colorful life. His Virgin Airlines are also painted in overflowing red letters on a white background.
Having calendar shoots, F1 adventures, and partying with Bollywood starlets may appear typically Bransonesque in the Indian context.
However, just aping a few characteristics that are manifest externally does not necessarily make a good leader. A good leader is one who commands respect, does not have to demand it from his followers. This does not come from being hostile to employees and subordinates.
It seems funny and pathetic at the same time to expect employees to work for free; in a company and industry that hires and fires with impunity, without any fear of legal or social embarrassment, as the top management continues to splurge on models, ads, and parties, and continues to live life king-size.
Corporate employees who are willing to put their lives on the line of duty, as seen in the Mumbai Terror attacks, are led by leaders of substance who put their employees' interests before anything else; leaders like JRD and Ratan Tata.
Warm regards.
From India, Delhi
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Leadership is a very fascinating subject, and the more one learns about it, the greater the appetite grows.
Can leadership be "copied"?
Richard Branson is a charismatic leader who believes in leading from the front, "living" it, and having a great time with people!!!
He lives an outlandishly colorful life. His Virgin Airlines are also painted in overflowing red letters on a white background.
Having calendar shoots, F1 adventures, and partying with Bollywood starlets may appear typically Bransonesque in the Indian context.
However, just aping a few characteristics that are manifest externally does not necessarily make a good leader. A good leader is one who commands respect, does not have to demand it from his followers. This does not come from being hostile to employees and subordinates.
It seems funny and pathetic at the same time to expect employees to work for free; in a company and industry that hires and fires with impunity, without any fear of legal or social embarrassment, as the top management continues to splurge on models, ads, and parties, and continues to live life king-size.
Corporate employees who are willing to put their lives on the line of duty, as seen in the Mumbai Terror attacks, are led by leaders of substance who put their employees' interests before anything else; leaders like JRD and Ratan Tata.
Warm regards.
From India, Delhi
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