MBA Ist Semester Case Studies 2 Appointment Of New Manager Questions Answers

MBA Ist Semester Case Studies 2 Appointment Of New Manager Questions Answers Study Material Notes sample papers notes knowledge Boosters to illuminate the learning Solved case studies for practice.

Case Study 2

Appointment of New Manager

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Mr Sachin appointed as general manager, administration in Pheonix Industries Limited. He joined the company only about two years back. Prior to joining this company, he served another company for two years. He did his M.B.A. from a reputed institution. He considered himself as a high flier after getting promotion as general manager, administrations he felt quite excited and was quite enthusiastic about his new job. The post of general manager was sufficiently at a high level. However, because of young age and lack of adequate experience, Mr Sachin was considered as a junior executive by most of his subordinates.

MBA Ist Semester Case Studies 2 Appointment Of New Manager Questions Answers
qMBA Ist Semester Case Studies 2 Appointment Of New Manager Questions Answers

The administration department of the company had four major sub-units purchasing record maintenance, printing, and secretarial services. Each sub-unit was headed by a manager. These four managers were directly reporting to Mr. Sachin. They had combined over 80 years with an average of 45 years. Most of them had been with the company for a fairly long period of time and that too with their present units. Since Mr. Sachin was quite less experienced and young, these four managers viewed his appointment with hesitancy and suspicion. Also, they had a liking for the previous general manager and were sorry to see him leave the company.

. The new general manager, Mr. Sachin started holding weekly meetings of the department. However, he noticed that managers were hesitant to speak in the meetings, he was the only one to speak. He made some changes in the operating procedures that he felt would increase efficiency and announced them in a weekly departmental meeting. There were no reactions to the changes, but later he noticed that the managers continued to follow the old procedure. He talked to them individually but felt dial they were not opening upto him. The problem continued.

After about two months, Mr. Sachin started receiving complaints from other departments about the services they received from the administration department. This complain is mostly related to printing and purchasing. Sachin believed that his department should provide the best possible, services are therefore admonished his managers in a weekly departmental meeting. He still received little response from them. He continued to receive complaints and was becoming increasingly frustrated. On one day he became very upset at the third complaint that week over jobs done in the printing unit. He stormed out of his office down to the printing unit. The manager of the printing unit was out. Sachin called over the chief print operator, chewed him out, and told him to redo the job on the same day. When printing unit manager returned and learnt what happened. He immediately called a meeting, with the three other managers and described events to them. On this, said the manager purchasing unit, ‘we have to do something. Sachin is too young, incompetent and is a tyrant.’ ‘I agree he dictates to us in departmental meeting and now he goes behind our back to our employees. He shows no confidence in as I am fed up with this situation’ said manager secretarial service. Finally, the manager maintenance deemed in I don’t think, we have many choices. Sachin is regarded high by top level management. We can’t talk to him and higher up and if we continue doing things this way, our careers will be ruined. Therefore, I think that we should look for some other job opportunities. They all reluctantly agreed with this statement and the meeting ended.

Questions

Q.1. Describe the nature of the problems in this case.

Ans. Mr. Sachin who was appointed as the new general manager was very excited and quite enthusiastic about his new job as his post was at high level. He was considered as junior executive by his subordinates because of his young age and lack of adequate experience.

The managers of other sub-units were directly reporting to Mr. Sachin and so they viewed his appointment with hesitancy and suspicion. Even, they were hesitant to speak in the meetings before Mr. Sachin and continued to follow the old procedure. After some time, the regular complaints lead to his increased frustation that made him upset. All these problems were faced by Mr. Sachin only because he was new in the company and was less experienced and young also.

Q.2. Why did Sachin feel irritated?

Ans. When no one was giving importance to Sachin, his problem began and continued. After a period of time, Mr. Sachin started receiving complaints from other departments regarding services which they received from the ad hecame increasingly frustrated and irritated.

Q.3. Explain what could have been done to prevent the problems?

Ans. To prevent all these problems related to Mr. Sachin, his head or the guidance to handle the worst situations arising in the company and build proper confidence in him. person for the post of general manager who can serve the company and its need sufficiently at a higher Level. He must have confidence and adequate experience to deal with the matters of the company and even he must have the quality of leadership in the company.

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