Organisational And Societal Values Business Essay Example

that leaders are not born but made through consistent effort and value, which is necessary to achieve meaningful objectives or goals.To travel or stand out any administration, we would necessitate a leader who has all the accomplishments of effectual leading and all the values. (hypertext transfer protocol: //westsidetoastmasters.com)

Leader 1 - Mukesh Ambani

The Chairman and Managing Director of Reliance Industries Limited, India's largest private sector company, Mukesh Ambani was born on April 19, 1957 in Aden, Yemen. (hypertext transfer protocol: //billionairetimes.com)

Personal, Ethnic

Mukesh Ambani is an Indian concern baron who is the president and CEO of the Indian pudding stone Reliance industries limited the foremost company of the Indian energy and stuffs conglomerate Reliance Group.

Organisational and social values

Mukesh Ambani has desire and ability of the company to better its public presentation by full use of its current resources asA clip, money, equipment, stuffs, infinite, people, etc.

Leadership and Mukesh Ambani are synonymous references. His leading manner is based on the difficult work. He has done many things for the public assistance of the people. He joined Reliance in 1981 and was instrumental in Reliance's backward integrating from fabrics into polyester fibers and petrochemicals. He has done many things for an administration. Mukesh Ambani has led Reliance Industries Limited, his flagship, to overpowering highs by taking his endeavor and its members to working inclusively and comprehensively.The Employee has the freedom to suggest, develop programs, make determinations, and modify actions. His leadership behavior has been recognized by esteemed organizations in the industry, such as the Economic period Business Leader 2006 and CNBC-TV18 India Business Leader Award 2007. Mukesh Ambani's success is attributed to his constant need to challenge existing

situations.

Mukesh Ambani created an open environment within Reliance, ensuring that everyone is aligned and moving away from feudal and disruptive management styles. He is undoubtedly a business leader worth emulating, having successfully managed India's largest and one of the world's finest companies. He is considered a modern industry leader, implementing a bureaucratic leadership style that has revolutionized networking in the telecommunications field.

In terms of traits, Mukesh Ambani is known for being respectful to his employees and always striving to uphold his own qualities and manners. He inherited a wide range of business traits and manners from his father, who was also a great business leader. As a result of his exceptional traits, he has propelled his company to great heights.Leadership Behaviours, attributes and organizational patterns: Mr. Ambani, president and managing director of the trust company, has demonstrated behaviors and organizational patterns that are widely accepted and effective across different cultures. He was honored as the businessman of the year 2007 in India.

Leader 2 - Richard Pratt: Richard Pratt, born on December 10, 1934, was one of Australia's wealthiest individuals. He was also appointed as an officer and later a Companion of the Order of Australia. As a prominent Australian businessman and president of Visy Industries, he held a prominent position in Melbourne society. He passed away on April 28, 2009.

Personal: Richard Pratt was renowned for his entrepreneurial skills and ability to create wealth. He was known for his speeches on corporate boundaries and valued personally visiting factory floors to observe business operations. He preferred to oversee operations at the ground level himself.

Cultural: Pratt was born in Gdansk, Poland to Polish Jewish parents.

His family immigrated in 1938 and settled in Shepparton, Victoria, where they changed their surname from Przecicki to Pratt. Pratt balanced his studies with working as a salesman for the family business, Visy Board.After touring London and New York with a production of Ray Lawler's Summer of the Seventeenth Doll, Richard Pratt returned to Melbourne and Visy. Following his father Leon's death in February 1969, Pratt took over his father's business. In 1979, he expanded his business into recycling. Ten years later, he created Visy's US business, which has since become a significant part of the company. Pratt's leadership style has been described as kindhearted with mild absolutism, and he inspired absurd devotion by exemplifying it himself. He made significant financial contributions to both major political parties and to former Australian Prime Minister John Howard's Broad government. One of Pratt's key priorities was to introduce new expertise into the business. He also ensured better pay for the workers and rewarded the best workers in the company. Pratt's leadership style was characterized as sympathetic and benevolent absolutism, emphasizing the link between effort and rewards. His initial focus was on paper and packaging, but his aptitude and innovative thinking made him a prominent Australian leader and president of Visy Company. The Pratt Foundation now provides approximately $14 million per year.Leadership Behaviours: Richard Pratt's leadership style is characterized by his usage behaviour and strong cultural values, which make his public presentations and other actions effective and recognized by all civilizations. He selectively chooses capable and exceptional employees based on their skills and abilities rather than their association with any other great personality.

Organizational practise: Richard Pratt's successful performance and

qualities are often attributed to his business strategies. The perceptions of social and organizational culture influence the types of leader behaviors and organizational patterns that have been adopted and proven effective by each leader.

Leader1 - Mukesh Ambani views India as having two perspectives. The first perspective acknowledges the achievements and economic advancement of the country, portraying a promising future. However, there is also an understanding that a contrast exists with the grey dominance, backward management, and inadequate infrastructure hindering progress.

Businesses can contribute to the development of the country by creating opportunities and prosperity for people, shareholders, and the economy as a whole. This not only benefits the company's growth but also contributes to the overall development of the nation. By implementing healthcare facilities and educational initiatives, India can become a global powerhouse.Mukesh Ambani has consistently valued social civilization through corporate societal duty (CSR) and charitable works, as recognized by leading industry bodies such as Economic period Business Leader (rilnews.wordpress.com). Furthermore, Richard Pratt displayed admirable leadership qualities by facilitating the adaptation to current changes in the commercial environment and helping struggling companies recover. He also made decisions taking into account the diverse cultures he was dealing with (www.apm.org.uk). These two leaders differ in their personal, cultural, national, and organizational cultural perspectives. Mukesh Ambani is known for being respectful and accountable to his family, while Richard Pratt had a strong bond with his child and cared deeply for his well-being, even during the child's battle with cancer.He showed his enthusiasm and support to his team members at the terminal, encouraging them to continue collaborating even after he left. His wife and son delivered his demands to the

workers. Leader 1 was in a situation where his company had planned to make a significant investment in the Indian retail sector. They intended to invest Rs. 25,000 crore over the next four years through Reliance Retail Limited, a subsidiary of Reliance Industries Limited. The goal was to establish 1,000 stores nationwide by the end of the year. Within three months, Leader 1 aimed to expand the "Fresh" store campaign to cover 100 locations in Delhi and NCR regions. It was estimated that he invested around Rs. 1,000 crores in this area. Reliance Fresh stores were making about Rs. 3.5 to Rs. 4 lakh in sales per day per store. The presence of corporate retail did not affect small merchants, street vendors, and tradespeople. However, studies revealed that approximately 90% of these small merchants experienced negative consequences within a few months of a Reliance Fresh store opening nearby, with 87% losing their business as a result. Furthermore, 66% of small sellers anticipated closing down their shops due to declining business. It's evident that corporate retail growth is happening at the expense of small retailers.Richard Pratt and his father had agreed on many things, but in the last years of Leon's life, they disagreed on one crucial issue. Leon believed that Visy should only have one production site, while Richard believed in the need for expansion. Richard's belief was reinforced when Visy's largest clients, Kitchen soap and detergent group, decided to centralize their production in Sydney. These clients accounted for 10% of Visy's $5 million output from its reservoir and delivering the products to Sydney meant transporting 10 semitrailer loads of cartons north each day, which

increased the risk of delays and accidents. Another client, soft drink maker Tarax, also built a plant in Sydney. Richard knew that Visy would lose significant business from both clients if they didn't adapt to these changes. Consequently, Richard took decisive action by purchasing industrial land in Warwick Farm, western Sydney, and opening a second plant. He also sent key executives to manage the new facility and implemented a new communication system where executives were in constant contact with him. This ensured that any risks were properly managed and any issues could be addressed promptly. In terms of change management, having a process in place allows one to easily monitor and manage all change requests within the project.Leader 1 - Mukesh Ambani has taken his company to new heights. Previously, the company was only seen as a concern with limited capacity. However, Ambani has managed to transform it into a leading player in the industry.
Leader 2 - Richard Pratt expanded his company, Visy, from just two workshops in Melbourne to more than 55 across Australia, the United States, New Zealand, and Papua New Guinea. Initially focused on composition board boxes and packaging, Visy later ventured into paper recycling. In the 1990s, Pratt further expanded his operations into the waste paper business in New York.

5 Fundamentals Elements of Achieving Successful Change Management
Leader 1 - Mukesh Ambani
1. Ambani is known for being an effective communicator. He is able to convey intricate business details in a concise yet impactful manner. He also stresses the need for a significant shift in the organizational model to foster stronger partnerships between the government and private sector, ultimately delivering more

value to society.
2. Ambani values talented individuals and hires experienced and qualified employees who are proactive and knowledgeable in their respective roles.
3. He treats his employees with respect and provides bonuses to motivate them. People aspire to be like him due to his exceptional public speaking skills and ability to take decisive actions in resolving any arising issues. He serves as an inspiration to others.Mukesh Ambani, through his personal accomplishments, has led his company to great heights and made significant contributions to the telecommunications and networking field. His organizational planning has consistently been a mark of success, as he recognizes the importance of appropriate planning, analysis, and execution in moving a business forward. Furthermore, Ambani demonstrates exceptional decision-making skills. He strives to generate value in all his processes, which reflects his drive and commitment. As the face of emerging India, Ambani represents the opportunity for future growth and development in the country.

On the other hand, Richard Pratt, while not being a proficient communicator, possessed good negotiation skills. However, his poor public speaking abilities led to substantial fines. Despite this setback, Pratt successfully led the Visy Company from a one-star to a five-star rating. He ensured that active executives were sent to the newly opened plant in Sydney to resolve any issues or risks without disrupting other business sites. Pratt was known for his polite demeanor towards employees and followers, offering better wages and rewards to both staff members and the top performers within the company.Pratt invested a significant amount of time and money in building client relationships. In addition to frequent visits, clients were regularly entertained and offered discounts to sports and theater

events. His organizational planning skills were excellent, making it difficult to make decisions for such a large business empire. However, his strategic planning and analysis allowed him to change direction and move the Visy Company forward. He was adept at making on-the-spot decisions. After his father's death, Richard recognized the need for expansion. The move of Visy's biggest clients, Kitchen soap and detergent group, to centralize production in Sydney solidified Richard's position. However, this posed a risk as two more plants were opened in Sydney, potentially causing Visy to lose clients. Richard demonstrated his decision-making abilities by opening a new plant elsewhere and sending executives to handle any arising issues. Mukesh Ambani developed his skills and leadership during his education and training years.Richard Pratt exemplifies the situational traits theory as he possessed the necessary cognitive abilities to successfully navigate through major changes in the world. He consistently delivered optimal results to his followers, showcasing his leadership abilities. Pratt's commitment, education, and motivation illustrate how leaders are created rather than born. He serves as a prime example of the Behavioural Theories that state leaders are made through learning and development. Additionally, his administration skills demonstrate aspects of situational leadership. The distinct behaviors, qualities, and organizational practices exhibited by leaders can be attributed to cultural differences and traditions. Both of our leaders in question embody this notion as they tailor their decision-making processes to their respective cultures. Furthermore, it is the responsibility of leaders to unite the various cultural backgrounds of employees and foster a cohesive organizational culture.