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Transformation of PDS System in Chhattisgarh: Dr. Raman Singh’s Leadership*

CASE STUDY, ORGANIZATIONAL BEHAVIOR
ET Cases - GSMC, 15 Pages

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Transformation of PDS System in Chhattisgarh: Dr. Raman Singh’s Leadership

 

“The biggest sin for a King is the death of any of his subjects due to hunger” – Chanakya1

 

When Dr Raman Singh (Singh) became the Chief Minister of the newly formed state of Chhattisgarh in 2003, he faced the challenges of developing and raising the state which was in the nascent stage of development.2 Chief Minister is the head of the council of ministers and of the entire administrative machinery of the state. His emergence as Chief Minister did not happen as per planned events as he was not the proposed chief-ministerial candidate of the party for that assembly elections.3 Given the fact he had no real mass base as Mr. Dilip Singh Judeo (Judeo), he had to make a mark for himself to gain the confidence of the public.4 The people of the state were his stakeholders and he was responsible and accountable to them. Their expectations were very high from the newly elected Chief Minister. With limited resources available, the challenge was to make the maximum impact on the lives of the people of his state.

Being politically active in the state for almost more than two decades5, he had vast experience in handling the problems of the public. state was lacking in various social and human development indicators6. The people of the state were toiling even for two meals a day and were deprived of many basic necessities like clean water, sanitation and education7. With this, he had to make a fresh start and take some tough decisions....................

Teaching Note Preview

Transformation of PDS System in Chhattisgarh: Dr. Raman Singh’s Leadership

 

Case Synopsis

Dr. Raman Singh (Singh) became the newly elected Chief of a State of Chhattisgarh situated in the Western part of India. He was originally not the first choice of newly elected MLAs. These MLAs in turn had chosen the Chief Minister. He became the Chief Minister of the state because Mr. Dilip Singh Judeo (Judeo) who was the original choice of MLAs was marred by controversy, leading him to drop the claim on the top post. Judeo was a very popular leader and largely contributed for the victory of his party in the state general elections. Singh lacked such popular base and was not the leader of the same stature as that of Judeo in Chhattisgarh. However, after getting into power, Singh established himself as a leader of masses through the series of reforms in the Public Distribution System (PDS) system and this helped him establish his credibility as a leader who can bring victory to his party as well as fulfill the aspirations of the people of the state.

When Singh took over, he faced many challenges and social sector was the one which required immediate attention. Faced with many challenges, he decided to place the PDS as his top priority of reforms. The PDS was in the bad phase at that time and the food grain supply intended for poor was lost in the middle before reaching the intended beneficiaries. Having worked closely in Central Government Ministries as Cabinet Minister, he knew that the task of reforming PDS system in the state is not going to be an easy task. The challenges faced were primarily from that of the reticent bureaucracy and dealing with them requires patience and skill of a transformational and motivational leader which Singh possessed.......................

Pedagogical Objectives

This case study intends to develop understanding of various dimensions related to transformational and motivational styles of leadership. Further, it intends to develop understanding of crucial institutional and organizational changes and how leader brings about these changes in sync with technological and process changes. The following are the pedagogical objectives:-

  • • To increase an understanding of a situation where the person chosen as a leader is not the first choice for leadership. This situation places the newly formed leader in an interesting position where he/she has to establish credibility in the employees and shareholders.
  • • This case intends to increase the understanding of management students that how the leader uses transformational style along with motivational style to turn otherwise reticent and hostile employees into motivated and committed employees. Transformational leadership style many a times requires to be complemented with other leadership styles to make transformation a success.
  • • This case also increases the understanding of how institutional and organizational changes are orchestrated by the state as well as the crucial role of leader as most powerful agent of that change. It also deals with how these changes are most important to make any state run scheme to be a success whereas technological and process based changes alone may not make any scheme successful.

 

Case Positioning and Setting:

  • • This case study can be used in the first year MBA program for the courses such as Organizational Behaviour-1 or Organizational Behavaiour-2. It can also be used in second year MBA program in the elective courses on leadership and change management.
  • • It can also be used in Management Development Programs (MDPs) related to change leadership and change management to train middle level managers in the industry.

 

Themes

The following themes are captured in this case:

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Abstract

This case study intends to develop an understanding of various dimensions related to transformational and motivational styles of leadership. Further, it intends to develop an understanding of crucial institutional and organizational changes and how leader brings about these changes in sync with technological and process changes.



Pedagogical Objectives:

  • To increase the understanding of a situation where the person chosen as a leader is not the first choice for leadership. This situation places the newly formed leader in an interesting position where he/she has to establish credibility in the employees and shareholders
  • This case intends to increase the understanding of management students that how the leader uses transformational style along with motivational style to turn otherwise reticent and hostile employees into motivated and committed ones. Transformational leadership style many a times requires to be complemented with other leadership styles to make transformation a success
  • This case also increases the understanding of how institutional and organizational changes are orchestrated by the state as well as the crucial role of leader as most powerful agent of that change. And how these changes are most important to make any state run scheme to be a success whereas technological and process based changes alone may not make any scheme successful

Case Positioning and Setting:

  • This case study can be used in the first year MBA program for the courses such as Organizational Behaviour-1 or Organizational Behavaiour-2. It can also be used in second year MBA program in the elective courses on leadership and change management
  • It can also be used in Management Development Programs (MDPs) related to change leadership and change management to train middle level managers in the industry


* GSMC 2016, IIM Raipur

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- Teaching Note (**ONLY for Academicians)
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