Mr. Avinash's Appointment and Initial Challenges

Mr. Avinash was appointed as General Manager, Administration at Phoenix Industries Ltd. He joined the company about two years ago. Prior to this, he worked at another company for two years. He completed his M.B.A. from a reputed institution and considered himself a high flier. After his promotion to General Manager, Administration, he felt excited and enthusiastic about his new role. Although the position of General Manager was at a high level, due to his young age and lack of adequate experience, Mr. Avinash was regarded as a junior executive by most of his subordinates.

Structure of the Administration Department

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 reported directly to Mr. Avinash. They had a combined experience of over 80 years, with an average age of 45 years. Most of them had been with the company for a long period, particularly in their current units. Since Mr. Avinash was less experienced and young, these managers viewed his appointment with hesitancy and suspicion. They also had a liking for the previous General Manager and were sorry to see him leave.

Challenges in Leadership and Communication

The new General Manager, Avinash, started holding weekly meetings for the department. However, he noticed that the managers were hesitant to speak during these meetings, leaving him as the only speaker. He implemented some changes in the operating procedures, which he believed would increase efficiency, and announced them in the weekly departmental meetings. There were no reactions to these changes, but he later noticed that the managers continued to follow the old procedures. He spoke to them individually but felt they were not opening up to him. The problem persisted.

Escalating Complaints and Managerial Frustration

After about two months, Avinash started receiving complaints from other departments about the services provided by the administration department. These complaints mostly related to printing and purchasing. Avinash believed 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. The complaints continued, and he became increasingly frustrated. One day, he became very upset at the third complaint that week regarding jobs done in the printing unit. He stormed down to the printing unit, where the manager was absent. Avinash called over the chief print operator, reprimanded him, and instructed him to redo the job the same day. When the printing unit manager returned and learned what happened, he immediately called a meeting with the three other managers and described the events to them. The manager of the purchasing unit commented, “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 of secretarial services. Finally, the manager of maintenance added, “I don't think we have much choice. Avinash is regarded highly by top-level management. We can't talk to him or higher up, and if we continue doing things this way, our careers will be ruined. Therefore, I think we should look for some other job opportunities.” They all reluctantly agreed with this statement, and the meeting ended.

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

2. Explain what could have been done to prevent the problems.

From India, Calcutta
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Resistance to Change

The nature of the problem in this case is "resistance to change." Mr. Avinash made some changes in the organization to increase efficiency and productivity. However, the employees of the organization were reluctant to accept these changes. They were not comfortable with the changes and continued with the old procedures.

Please suggest your answer.

From India, Calcutta
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Below are my views:

First of all, every manager should understand the psychology of the people working under them and deal with them accordingly. For example, Mr. Avinash should find out details about the previous GM and his style of working, the kind of personal and official relations he had with his team members, etc. Then he has to chalk out his action plan to deal with his team and how he can gel with them.

Since he is young and has less experience, he has to earn his subordinates' respect by giving them respect and welcoming their suggestions regarding work. Then, he has to make them realize that his ideas are better than theirs and explain how. Every person in the team wants their share of importance. When a new person enters a team, this new person has to win over the veterans with tact.

Mr. Avinash could take the team out for lunch someday; that will make them comfortable with the new boss (Mr. Avinash).

Most of the time, we can get work done by our good behavior rather than being bossy with our team.

Thanks,

Smita

From Singapore
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