Mr. Mandar was appointed general manager of the Krishna Manufacturing Center. He had joined the company around three years ago. Prior to joining this one, he had served another company for two years. He did his MBA at IIM, Bangalore. He considered himself a major contributor to driving the results. After being promoted as general manager, three departments—raw material, warehouse, and sales—started reporting to him. Each of these departments had a manager.

As Mr. Mandar was promoted at a very young age, these four managers and their team considered him a junior executive.

The new general manager made some changes to the existing operations. He started weekly meetings with all four managers. However, these managers barely responded during any of the meetings. At a later stage, Mr. Mandar started receiving quality complaints, so he decided to visit these departments. He found that the raw material being used for manufacturing was not of defined quality standards. He also had a word with the raw material supervisor. When the four managers knew that Mr. Mandar had visited the departments and queried a few employees, they called a meeting. With discussion, they concluded that the general manager did not have confidence in them. This manager could not even discuss this with top-level management as he was hired by them. So, they all decided they would continue the current work the way they were doing it and, start looking for the other opportunity, and the meeting ended.

Questions 1. Discuss the problems in this case.

2. Explain the reason for the behavior of managers.

3. What action should have been taken to prevent the problems?

4. Propose a solution so that managers can continue with their jobs in the organization.