PHASE TWO

In addition to handing this into Turnit In, I decided to post it on the blog just incase you all had any useful comments or questions on my main highlighted issues:

Individual Case Study: PHASE TWO

Main Characters

Father (CEO): Hassan Tata

Mother: Amina Tata

1^st Son: Minu Tata

2^nd Son: Dada Tata

3^rd Son: Sanu Tata

Daughter: Amal Tata

All members of the Tata family play a key role in contributing to the issues that are central to the Tata & Sons Limited Case Study. I have identified four issues within my case, which highlight the conflict between the business, ownership and the family.

Issue 1: Institutionalised ideas of gender

This issue is arguably the most significant issue as it affects the family dynamics, the ownership structure and the business itself. The high levels inequality in social institutions in Nigeria is strongly correlated to the belief that women are too ‘soft’ and unqualified to make the stern decisions that are required of a typical male in a CEO position. However, within Nigeria, there is an institutionalised idea of gender also between the same genders. Hassan Tata’s ideal succession plan would be to hand over the CEO title of his family business company to his first son, Minu Tata. Despite the fact that his second and third sons, Dada and Amal, are more invested in the company, Hassan would rather focus on the first son due to the common belief that age equals status and superiority, even within the same genders.

Furthermore, there is also an institutionalised idea of gender with regards to the daugher, Amal Tata. As stated in the case study, Amal is the brightest and most qualified amongst her brothers. In order to get her gender recognised as a feasible candidate, she has had to resort in cunning measures to gain recognition and respect from her father Hassan. The sub issue here is the consequence of the institutionalisation of gender has lead to the assumption by Amal that she has to take on a less ‘soft’ approach, arguably a more cunning approach is that is less identifiable within females and more within males.

The institutionalisation of gender is embedded within the Nigerian culture, especially within the Muslim religion which the Tata family base their values and philosophies. The relationship between gender and the ownership and the business lies within the lack of trust the employees can place in a female CEO if Hassan should ever grant his daughter’s wishes.

Issue 2: Distrust and misplaced trust

This issue mainly lies within the family dynamic and partly within the corporate culture of the business. The first sub issue in regards to misplaced trust lies with Hassan’s belief that his eldest son can step into the CEO role. This links with the first issue as it highlights that trust, according to the Tata family dynamic, can be redefined as status. Status comes in the form of age and gender within this family dynamic. Therefore, Hassan misplaces his trust into first-born son without regard for the dire consequences.

In addition, the two youngest sons do not trust the eldest Minu and the daughter does not trust all of her brothers. Reciprocally, the brothers will eventually lose trust in their sister when they find out the plans she has in place to take the CEO role. This highlights an extreme case of poor communication, perhaps too much focus on the business and ownership aspects of Tata & Sons Limited and a disregard of fixing the foundation of the family business, which is the family itself.  

Issue 3: Nepotism

This issue mainly operates within the ownership aspect of this family owned business. Particularly in regards to the issue of succession, Hassan Tata has a lot of factors to take into consideration:

What are the implications of granting the succession to Minu, Dada & Sanu or Amal on the family, the ownership and the business?

 Should Hassan make his decision based on what choice produces the smallest amount of collateral damage or based on the traditional values he has built his family on for decades?

What are the implications of Hassan considering an external successor?

If Hassan chooses one of his children to indeed succeed, what is the likelihood that his family can stand as one?

This issue links with the first and second issue as it highlights that the father does not only exercise nepotism in the general sense, but nepotism based on institutionalised gender lines and misplaced trust.

Issue 4: The relationship between faith and religion with the Nigerian Society

This issue mainly stems from to the family dynamic, which in turn affects the business and the ownership of the business. Within the Muslim culture of Nigeria that the Tata family are members of, there is common for the eldest (male) to assume everything from his father, including traditions and to an extent mannerisms. Thus, their religion poses as an issue for Hassan to strategically make the best decision for the Tata & Sons Limited business.