Question

                                             PRINCIPLES OF MANAGEMENT.
                                           CASE STUDY-THE NEW MANAGER.
Mr. Avinash was appointed as General Manager, Administration in Phoenix 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, Administration, he felt quite exited and was quite enthusiastic about his new job. The post of General Manager was sufficiently at high level. However, because of young age and lack of adequate experience, Mr. Avinash was considered as Junior Executive by most of his subordinates.
 
The Administration Department of the company had four major subunits: Purchasing, Record Maintenance, Printing and Secretarial Services. Each subunit was headed by a Manager. These four Managers were directly reporting to Mr. Avinash. They had combined experience of 80 years with an average age of 45 years. Most of them have been with the company for a fairly long period of time and that too with their present units. Since Mr. Avinash was quite less experienced and young, these four Managers viewed his appointment with hesitancy and suspicion. Also, they had liking for the previous General Manager and were sorry to see him leave the company.
 
The New General Manager, Avinash, 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 the efficiency and announced them in the weekly Departmental meetings. There were reactions to the changes, but later he noticed that Managers used to follow the old procedures. He talked to them individually but felt that they were not opening up to him. The problems continued.
 
After about two months, Avinash started receiving complaints from other Departments about the services they received from Administration Department. The complaints mostly related to Printing and Purchasing. Avinash believed that his Department should provide the best possible services and therefore admonished his Managers in a weekly Departmental meeting.  He still received little response from them. He continued to get 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. The Manager of the Unit was out. Avinash called over the Chief Print Operator, chewed him out, and told him to re-do the job on the same day. When the Printing Unit Manager returned and learnt what happened, he immediately, called a meeting with three other Managers and described the events to them. On this commented the Manager-Purchasing Unit, “We have to do something. Avinash is too young, incompetent, and is a tyrant”. “I agree, he dictates to us in Departmental meetings and now he goes behind our back to our employees. He shows no confidence in us. I am fed up with this situation” said the Manager, Secretarial Services.  Finally, the Manager, Maintenance chimed in “I do not think we have much choice. Avinash 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 other job opportunities.”. They all reluctantly agreed with this statement and the meeting ended.
QUESTIONS FOR DISCUSSION:
Please give your brief Analysis of the Case and Answer the following Questions and Justify your Answers.
1)      Describe the nature of Problems in this case.
2)      Explain, what could have been done to prevent the problems.
3)      Outline the means you would propose to solve the problems.
4)      Who is at fault-Mr.Avinash or the four Managers of the subunits? Justify your Answer.
5)      How can the Top Management justify appointing a young and less experienced General Manager over more experienced and older Managers?
 
 
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Answer 1

Answer:

long question for free points

Answer 2

Answer:

The case presents an assortment of issues. Firstly, Mr. Avinash was designated as Common Supervisor without satisfactory encounter and validity, which made it troublesome for him to set up specialist among his subordinates.

Explanation:

1. Furthermore, there was a need for communication and belief among the subunit Directors and the modern Common Supervisor, which brought about ineffectual decision-making and usage. Thirdly, the Supervisors were not responsive to the changes proposed by Mr. Avinash, and there was a need for collaboration and possession in executing the unused strategies. Fourthly, there were complaints from other Divisions almost the administrations given by the Organization Office, demonstrating a disappointment in assembly desires and conveying quality administrations. At last, the subunit Supervisors felt disappointed and disempowered, driving them to consider clearing out the company.
2. To anticipate these issues, it would have been supportive to conduct a legitimate appraisal of the organization's needs and the capabilities of the unused Common Chief some time recently making the arrangement. Furthermore, giving preparation and mentorship for Mr. Avinash to get it the company culture, build up connections with subordinates, and create authority aptitudes might have been supportive. Open and straightforward communication channels ought to be set up, where Supervisors and the Common Supervisor may share their viewpoints, thoughts, and concerns. Collaborative decision-making and usage forms, where all Supervisors have a sense of possession and responsibility, ought to be empowered. Too, the desires and measures for delivering quality administrations ought to be unequivocally communicated and checked routinely.
3. To fathom the issues, it is vital to set up belief, communication, and collaboration between the Common Chief and subunit Directors. Mr. Avinash ought to take the time to construct connections with his subordinates, get points of view, and address their concerns. He ought to too and recommendations from his supervisors and empower them to take an interest in decision-making and usage forms. The subunit Directors ought to be willing to work with the unused Common Director and be open to alter. A shared vision and reason for the Organization Office ought to be set up, and desires for conveying quality administrations ought to be clearly communicated and checked.
4. Both Mr. Avinash and the four Directors of the subunits are at blame in this case. Mr. Avinash did not set up beliefs and communication with his subordinates, and he did not consider their encounters and viewpoints. The subunit Supervisors were not open to the changes proposed by the unused Common Director, and they did not communicate their concerns viably. In any case, it is fundamental to recognize that the subunit Supervisors had more involvement and information of the company culture and practices, and Mr. Avinash seems to have profited from have less and bolstered his support.
5. The Best may have advocated appointing a young and less experienced Common Chief over more experienced and more seasoned Supervisors based on a few components. Firstly, the company may have required new viewpoints, modern thoughts, and imaginative approaches to meet changing advertising requests and challenges. Besides, Mr. Avinash's scholarly capabilities and potential might have been considered important resources that might contribute to the company's development and improvement within the long run. At long last, the Best Administration might have given satisfactory training, mentorship, and back to assist Mr. Avinash builds up his validity and creates authority abilities.

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