FALLING APART OF A TEAM
Aques, had reached an established position in the light electronic market. The company was still growing to higher market share. It had a reputation of building standard electrical equipment which were sold as raw material to manufacturers of other equipment such as electronic appliances and houschold goods, etc, On the retirement of the production director, his assistant director, Harpreet Singh, was unanimously chosen to be the new director on the basis of his track record and experience. He was an MTech in production engineering and had been with the company for the last twelve years. Starting as an engineer he had risen to this level due to his abilities and hard work. He was considered to be updated in technology and systems and considered fair, in dealing with his people. Throughout his tenure as assistant director he had shown good stress management and people skills and managed production staff and products rather well. Trouble started soon after his taking charge as the director. Earlier the man maintained good relations all across and now suddenly, he was considered uncooperative by other departments. He was unable to delegnte within his own department having two deputy directors and three senior managers. The only person he communicated openly with, as his executive assistant, Milind, a four-year-old employee and a senior quality manager, who was from his own college. Within three months, everybody in the office was discussing what's wrong and what to do with him. Several informal meetings on how to improve him or change his attitude were conducted all around. Very soon the directors of other departments were seen discussing the need to talk to him and make him see the situation. One idea was mooted that he should be sent for a senior management programme, where he may learn human resource skills and come back with a changed attitude. Another extreme suggestion that came up was that he must he asked to leave the company as he can't be tolerated here for a longtime. Fortunately, a technical director, one of the senior most in the company asserted the need to look for the interests of the organization as a whole. The technical director briefed his peers about the damage heing done to the efficiency of the people by getting into this discussion and stressed that everyone should focus on their work. In the meeting, the technical director showed the recent trend of market which leaned towards hard-to-make but high in demand products which could help in growth of the organization and put them in a better financial state. The company started on a line of such products, where quality was important. Harpreet was perfect in his job as the director for his department even when there existed a series of flaws. The sales people were ready to give deadlines as suited to clients without consulting their own production units. The production unit was to meet these deadlines by all means, which was achieved with success. But with new products, the paradigm shifted to quality instead of deadlines. This gradually eased out the pressure on production people and was welcomed by Harpreet. However, he and his team of his assistants were too occupied to discuss these issues with sales or quality departmet.
continuation of this is given up in the attechment plz help me to solve this case study elaborately...
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Answer:
Aques, had reached an established position in the light electronic market. The company was still growing to higher market share. It had a reputation of building standard electrical equipment which were sold as raw material to manufacturers of other equipment such as electronic appliances and houschold goods, etc, On the retirement of the production director, his assistant director, Harpreet Singh, was unanimously chosen to be the new director on the basis of his track record and experience. He was an MTech in production engineering and had been with the company for the last twelve years. Starting as an engineer he had risen to this level due to his abilities and hard work. He was considered to be updated in technology and systems and considered fair, in dealing with his people. Throughout his tenure as assistant director he had shown good stress management and people skills and managed production staff and products rather well. Trouble started soon after his taking charge as the director. Earlier the man maintained good relations all across and now suddenly, he was considered uncooperative by other departments. He was unable to delegnte within his own department having two deputy directors and three senior managers. The only person he communicated openly with, as his executive assistant, Milind, a four-year-old employee and a senior quality manager, who was from his own college. Within three months, everybody in the office was discussing what's wrong and what to do with him. Several informal meetings on how to improve him or change his attitude were conducted all around. Very soon the directors of other departments were seen discussing the need to talk to him and make him see the situation. One idea was mooted that he should be sent for a senior management programme, where he may learn human resource skills and come back with a changed attitude. Another extreme suggestion that came up was that he must he asked to leave the company as he can't be tolerated here for a longtime. Fortunately, a technical director, one of the senior most in the company asserted the need to look for the interests of the organization as a whole. The technical director briefed his peers about the damage heing done to the efficiency of the people by getting into this discussion and stressed that everyone should focus on their work. In the meeting, the technical director showed the recent trend of market which leaned towards hard-to-make but high in demand products which could help in growth of the organization and put them in a better financial state. The company started on a line of such products, where quality was important. Harpreet was perfect in his job as the director for his department even when there existed a series of flaws. The sales people were ready to give deadlines as suited to clients without consulting their own production units. The production unit was to meet these deadlines by all means, which was achieved with success. But with new products, the paradigm shifted to quality instead of deadlines. This gradually eased out the pressure on production people and was welcomed by Harpreet. However, he and his team of his assistants were too occupied to discuss these issues with sales or quality departmet.
continuation of this is given up in the attechment plz help me to solve this case study elaborately...