Question

Mr. Kulkarni got promotion last year and has been posted as foreman in a production shop. Before his promotion to the management cadre, he had been a supervisor for four years. His work for that job had considerably been outstanding. It may be recalled that Kulkarni joined the company as a trade Apprentice. He did well in his training and his susequent jobs. He rose to the job of a supervisor in about six years. His human reletions were generally good. His colleagues had wished him well on his promotion. To improve the working of his shop, Kulkarni introduced some changes in his shop. He reallocated the the responsibilities of the supervisors and changed the shifts and machines of some operators. He thought that this change would improve the working of his shop. However, from that time onwards Kulkarni began to have trouble as foreman. The supervisors in his shop gave him the silent treatment. The operators seemed to make mistakes even in doing simple things. Everyday there was a machine shutdown. By the end of the quarter, Kulkarni’s work shop was showing the poorest production record in the whole of the plant.

Question

1. What do you think has gone wrong?

2. Did Kulkarni make a mistake in introducing the changes? Justify your answer.

3. If you were Kulkarni, what would you do to get the things right?

Answer 1

Answer:

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Answer 2

According to the described situation, Kulkarni's changes have made his shop's working conditions tougher.

• The given questions can be answered as -

1. What do you think has gone wrong?

• Kulkarni's changes have caused the working conditions in his shop to worsen, which has resulted in subpar productivity numbers.
• The operators appear to be making mistakes, leading to repeated machine shutdowns, and supervisors are treating him with silence.
• It is also possible that the staff did not like his changes, which caused a breakdown in coordination and communication.

2. Did Kulkarni make a mistake in introducing the changes?

• Kulkarni made some changes and it is probable that he didn't fully inform his staff of the adjustments' justifications or involve them in the decision-making process.
• Additionally, he could not have given his team enough training to help them adjust to the new roles and work procedures.
• To secure their buy-in and success, managers must involve their teams in any changes.

3. If you were Kulkarni, what would you do to get the things right?

• If I was Kulkarni I would -
• Include the team in the decision-making process for any future changes and explain why changes were being made.
• Meet supervisors to understand their concerns and feedback on the changes made
• Provide training and support to the team to understand work methods.
• Implement a system to address machine failures

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