greg-ganguly
March 29, 2006
Fm: Mrityunjay Bose
Greg-Ganguly spat enter boardroom
MUMBAI: The on-field rift with former Indian skipper 'Bengal Tiger' Sourav Ganguly and his 'guru' Greg Chappell has entered boardrooms. But, in a different manner. It has now become a sort of case study for future managers of India Inc.
The notorious spat is now a case study that the MBA students of the Mumbai-based SP Jain Institute of Management and Research (SPJIMR) are using to gain insights into factors affecting team performance in a business environment as part of their Organizational Behaviour course.
"We are trying to get the students to look at team performances from the point of view of factors such as personality differences, leadership styles and cultural differences," said Lata Dhir, professor of Organizational Behaviour at the Institute who developed the case along with her colleague Suresh Lalwani and students Pankaj Shetty and Praveen Sareen.
"The Indian Cricket Saga" – identifies the crossfire between the current Team India coach Chappell and southpaw Ganguly, which erupted during the Indian team's Zimbabwe tour in June 2005. With the essential focus on team performance, the case probes into factors like; locus of power, shifting team dynamics, emotional intelligence, adversity quotient, effect of the environmental through various stake-holders, etc. It emphasizes the interdependence of all these factors and their influence on team performance. The basic idea is to draw parallels from the sports arena to explain team performance in organizations.
The case was given to the batch of PGDM 2005-07 for classroom discussions in November 2005 and was received with fervor and enthusiasm. The participants were relating the issues emerging from the case to the various concepts of Organizational Behavior. Various points emerging from the discussions related to theories of different styles of leadership under different situations, preference of power bases by individuals, constructive conflict management, consistent team composition for effective team dynamics, influence of cultural changes and the rapidity of these changes, importance of emotional intelligence and association with the adversity quotient, and the external influencing factors like BCCI, the media, the political clout governing a game which is as passionate as cricket, in India. Amidst the presence of faculty members apart from the one leading the discussions, the discussion by the PGP participants took a crescendo, as they got deeply engrossed in the issues before culminating into the conceptual analysis.
The participants identified John Wright as a transformational leader who was sensitive to the needs of the players and showed patience in understanding the psyche of individual players and the team overall. On the contrary, participants agreed that Greg Chappell was more aggressive and came as a taskmaster. Ganguly was identified as a tough, intuitive and an emotional leader. When two authoritarian individuals work together there is bound to be a more than palpable friction. Participants felt that both were looking at their vested interests and did not focus on super-ordinate goals. Process parameters sharply drifted along diverse paths, though intuitively, it may appear that both wanted the long-term good of Indian cricket.
However, some believed that Chappell was being a 'Situational Leader'; he is responsible for preparing the team for the 2007 World Cup and does not have much time. Also, maybe Chappell is under pressure to prove his capability, as this is his first international coaching assignment. There is a possible aspirational need that Chappell had been nursing all these years. He has never been the coach of the Australian team. He wants to prove himself by strongly pitting the Indian team against the formidable Australians who are a huge threat towards any nations World Cup bid.
It was discussed that though Ganguly is the most successful Indian captain, his individual performance had been in doldrums of late. Points emerged to support the fact that the leader must perform up to the mark and set examples to lead the team towards effective performance. However, this was not the case with Ganguly. Also, questions were raised - 'How does the leader know when it is the right time to quit?' A leader must leave with humility rather be forced out of office. Some groups said that it is important for leaders to adapt with changing times and use different styles of leadership accordingly.
Fm: Mrityunjay Bose
Greg-Ganguly spat enter boardroom
MUMBAI: The on-field rift with former Indian skipper 'Bengal Tiger' Sourav Ganguly and his 'guru' Greg Chappell has entered boardrooms. But, in a different manner. It has now become a sort of case study for future managers of India Inc.
The notorious spat is now a case study that the MBA students of the Mumbai-based SP Jain Institute of Management and Research (SPJIMR) are using to gain insights into factors affecting team performance in a business environment as part of their Organizational Behaviour course.
"We are trying to get the students to look at team performances from the point of view of factors such as personality differences, leadership styles and cultural differences," said Lata Dhir, professor of Organizational Behaviour at the Institute who developed the case along with her colleague Suresh Lalwani and students Pankaj Shetty and Praveen Sareen.
"The Indian Cricket Saga" – identifies the crossfire between the current Team India coach Chappell and southpaw Ganguly, which erupted during the Indian team's Zimbabwe tour in June 2005. With the essential focus on team performance, the case probes into factors like; locus of power, shifting team dynamics, emotional intelligence, adversity quotient, effect of the environmental through various stake-holders, etc. It emphasizes the interdependence of all these factors and their influence on team performance. The basic idea is to draw parallels from the sports arena to explain team performance in organizations.
The case was given to the batch of PGDM 2005-07 for classroom discussions in November 2005 and was received with fervor and enthusiasm. The participants were relating the issues emerging from the case to the various concepts of Organizational Behavior. Various points emerging from the discussions related to theories of different styles of leadership under different situations, preference of power bases by individuals, constructive conflict management, consistent team composition for effective team dynamics, influence of cultural changes and the rapidity of these changes, importance of emotional intelligence and association with the adversity quotient, and the external influencing factors like BCCI, the media, the political clout governing a game which is as passionate as cricket, in India. Amidst the presence of faculty members apart from the one leading the discussions, the discussion by the PGP participants took a crescendo, as they got deeply engrossed in the issues before culminating into the conceptual analysis.
The participants identified John Wright as a transformational leader who was sensitive to the needs of the players and showed patience in understanding the psyche of individual players and the team overall. On the contrary, participants agreed that Greg Chappell was more aggressive and came as a taskmaster. Ganguly was identified as a tough, intuitive and an emotional leader. When two authoritarian individuals work together there is bound to be a more than palpable friction. Participants felt that both were looking at their vested interests and did not focus on super-ordinate goals. Process parameters sharply drifted along diverse paths, though intuitively, it may appear that both wanted the long-term good of Indian cricket.
However, some believed that Chappell was being a 'Situational Leader'; he is responsible for preparing the team for the 2007 World Cup and does not have much time. Also, maybe Chappell is under pressure to prove his capability, as this is his first international coaching assignment. There is a possible aspirational need that Chappell had been nursing all these years. He has never been the coach of the Australian team. He wants to prove himself by strongly pitting the Indian team against the formidable Australians who are a huge threat towards any nations World Cup bid.
It was discussed that though Ganguly is the most successful Indian captain, his individual performance had been in doldrums of late. Points emerged to support the fact that the leader must perform up to the mark and set examples to lead the team towards effective performance. However, this was not the case with Ganguly. Also, questions were raised - 'How does the leader know when it is the right time to quit?' A leader must leave with humility rather be forced out of office. Some groups said that it is important for leaders to adapt with changing times and use different styles of leadership accordingly.
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