Case Study Dibya, Dristi, and Dipika are university friends and three managers at the 3D Art Gallery established in Babarmahal, Kathmandu. After completing their graduation in fine art, they decided to start a gallery in the suggestion of Sapana Shrestha, an interior designer. In three years of time, they were selling their painting of net worth 20 lakhs a year, a very good sales reported. They decided to expand the business in Lalitpur and Bhaktapur taking Sapana also a partner and expanding the business in terms of interactive art studios. As part of this expansion, one of the managers will be chosen to oversee the new wing of the gallery, which will feature interactive art studios, classes for aspiring artists taught by gallery staff, and a rotating display of modern art collections. This position will require the manager to look-after the complex task of designing new interactive studios every month (which requires a complete redesign of the space), managing the gallery staff that will be teaching art classes, and finally working with the museum curators that fall under other departments to coordinate the acquisition of new and modern art collections to the gallery one per quarter. While it is not a promotion in pay, it is a promotion in title and whichever manager is chosen would likely be the frontrunner for gallery director in the future and as such Dibya, Dristi and Dipika all very much want the position. Later, Dibya was chosen the position of Director, she has a difficult decision to make each of the managers brings something to the table. As Dibya was not from management background, she started to consult a friend specialized in leadership styles and management, Dibya has decided she will lean on Contingency Theory in order to determine which manager is the best fit for this situation, tasks, and the personnel she will have working under her. Dibya takes several weeks to make her decision. She uses this time to observe, assess and review each of other two managers' strengths. During this assessment, Dibya learns that Dipika is motivated by tasks and Dristi can be motivated by either tasks or relationships. In observing, Dibya has also noticed that Dipika tends to be more forward and focuses on what needs to be accomplished in a given day, which can come across as rude and aligns with the assessment given. Dibya is very kind to everyone and wants to keep everyone happy, while Dristi is a mix of keeping those who work for her happy and getting the job done. Dibya knows that it is important to consider how much each candidate has control over her subordinates and that there are a few ways to determine this. Dibya wants to be sure that whomever she chooses will have a strong and positive relationship with her subordinates in the new business expansion. Questions 1. Based on the case, what different business ethical issues do you suspect? 2. What fundamental difference do you find in Dristi and Dipika in terms of way of dealing with subordinates? Do you find any chances of ethical behavior because of the differences in dealing with people?
