the case is :

The Case This small team not only erected the manufacturing plant but also made it operative with the help of related professionals and some part-time/casual workers. Scientific and innovative techniques were adopted and very soon leather and fur production was regularized and quality of these products was brought closer to the needs and requirements of the clientele. Within a span of about four years the ABC Corporation was known throughout the country for its high quality products. The Corporation also started exporting its products to foreign markets. During the fourth year, Razi a very smart but non professional person was appointed to coordinate production and marketing activities. His prime function was to manage the liaison between the directors and the clients; but his job title was deceptive. Same year, three other directors were inducted into the ABC fraternity. One, Bughwan Das, specialist in Accounting and Finance placed as Chief of Production and Marketing Department but had no experience in this field. He was an average young man, ambitious, impulsive, ruthless and harsh. The second, Joseph was a generalist of garment products. Joseph was placed one step higher than Shah who held a central position in the design, production and marketing of related leather products. Harris was the third director. He was charged with the responsibility of looking after the religious aspects of the leather and fur products. He was knowledgeable and hard working. Ibrahim was an upright leader and had his own set of eccentric thinking. He often attempted to inspire his subordinates and clientele through overwhelming and distressing talks. Joseph and Razi who had regional, cultural and ethnic bondages were supportive of each other, while similar links could not hold Bughwan Das and Shah so well together. Generally there was miscommunication between the two which provoked the other person; however, the latter often exercised self discipline and continued working in the best interest of the organization. Maniam who had been promoted and had apparently good working relations with his senior colleagues was pretentious and spurious. Mr. Shah worked hard, gained experience, strength and momentum in his profession but during routine operations he faced problems. Basic facilities like office, computer, printer, office assistant, peon, telephone and other basic requirements were either shared by other colleagues including Joseph or were gradually taken away but Shah was not perturbed. He was more interested in the larger needs and objectives of his organization. Any complaint to Ibrahim was counter-productive. It was very professional but not convincing that Ibrahim hated the organization where Joseph had previously worked and did not allow his directors and other workers of the ABC Corporation to interact with the personnel of that organization engaged in producing and marketing general garments products. Joseph and Razi started unnecessary interceptions in production and marketing of ABC Corporation. Shah realized the duplication and mutilation of leather products. Imitations of products by Joseph humiliated Shah who had sacrificed almost everything in the best interest of his organization and profession. Consumers started grumbling to this duplication but Ibrahim continued to support Joseph. Joseph was not considered very respectable by the clients. Brain Drain 243 South Asian Journal of Business and Management Cases, 2, 2 (2013): 241244 During the eighth year a young, dynamic, intelligent, pragmatic professional Khan was absorbed. He was qualified in the production and marketing of leather products and was expected to further strengthen the operations of ABC Corporation. Khan soon observed the inadequacies and duplications made by Joseph who was also involved in divulging meaningful information to the organization where he was previously working. Ibrahim was innocent of these facts and adopted an ostrich attitude towards the criminal actions of Joseph and at the same time stressed on secrecy of the ABC Corporation. Nobody could say the truth. It was considered as intrigue. Significant issues were brushed under the carpet. Decisions were forced and professionals were discouraged to speak. Communication certainly needed improvement. Mistrust, hostility and misreporting flourished. The young professional Khan realized and decided to withdraw. He started searching for better prospects, This is no place to work, no chances of career development, he thought. Apparently most directors seemed satisfied but inwardly they grumbled under the iron hand of Ibrahim because they were not totally free and still felt scared. Nevertheless, most of them were working as consultants for some financial benefits (unofficially and without prior permission of ABC administration) for outer companies with the exception of Shah who was financially wrecked. He was suffering from chronic ulcers and related tumors but never talked about his illnesses. Three other directors were also suffering from similar diseases. Two directors suffered blood pressure, sugar and cardiac problems. Ibrahim himself was a patient of high blood pressure, hyper sensitivity and would often break down while dealing with his team members. Only two directors namely Harris and Khan had maintained good health. Joseph was generally on tours to his home town, availed maximum leave and devoted least time to production and marketing of leather products. Furthermore, he enjoyed maximum facilities in the office and did not agree with Ibrahim and Shah. The later could vividly see that performance of related professionals was in a tail spin, production was suffering particularly in terms of quality. Imitation and mutilation was reported by the consumers several times. Ibrahim misconceived it as reinforcement. Towards the end of the decade, monitoring reports, impact analysis programmes, follow-up exercises both internal and external and consumers feedback reconfirmed such duplication and mutilation of ABC Corporations products. The consumers started reacting rather badly. Verbal, non-verbal and written messages and feedback of consumers should form the central pillar of any policy and programme. The image of ABC Corporation as well as Ibrahim as a head of organization was shrinking. Consumers blamed Ibrahim for allowing and perpetuating such duplicity and distortion. Murli, the Administrative Officer of the ABC was of the view that rules and procedures had been violated by Ibrahim in several cases. Only Ibrahim and Shah knew that the works of the later brought home about 50 per cent of the total profits while the remaining 50 per cent was the result of the efforts of all the other counterparts who collectively incurred about 80 per cent of the total costs. Joseph and Razi had their own peculiar grievances and did not agree with anyone. Different parts of the organization were pulling in different directions and respect for each other was non-existent. 90 per cent of the directors, 75 per cent of the mid-management employees and about 80 per cent of the lower staff seemed gloomy regarding the conceited and egoistic attitudes of Ibrahim. Meetings were not held, problems never heard and reviews rarely carried out. Shah had great regard and respect for Mr Ibrahim but this positive relationship gradually dissipated. Ibrahim was unwittingly inflicting deep injuries on Shah and at the same time was unaware of the same. Shah worked under numerous constraints with meager facilities and did excel professionally but at the cost of his health and his family. He could cite hundreds of cases where he and his family suffered tremendously. On discussing his personal problems with his colleagues he discovered 244 Ajmal Waheed and Rana Rashid Rehman South Asian Journal of Business and Management Cases, 2, 2 (2013): 241244 that most directors had similar problems and grumbled in reciprocity. The repair of the common water tap took months and other routine affairs were equally slow and distorted. The directors with the exception of Joseph did not have heating and cooling facilities while the juniors had all these arrangements. Three directors shared one typist while three junior officers had pairs of assistants and typists in each case. Ibrahim was satisfied with the job and intended to stay as Managing Director of ABC for another five years. Although his ship was virtually sinking but he was convinced that it was sailing well. The characteristics of a typical sinking organization were evident. Khan continued hunting for better prospects and could not settle down. Razi was also looking for a reasonable job in related companies while Shah was contemplating going for a major operation which the doctor had advised four years earlier. At the same time, he also started looking for other favourable opportunities

Abstract This case provides background information on ABC Corporation and a practical approach for considering the crucial elements in any management dilemma and a means for creating a sensible strategy for addressing the problems. This exercise raises issues concerning motivation, commitment, communication, decision-making, conflict management and team/organizational development. In addition, this also stimulates course discussion on a range of topics dealing with management, leadership, change and small group dynamics, that is, relationship between team members and between subordinates and boss. The Questions: (PICK ONLY THREE QUESTIONS TO ANSWER) 1. How do you think one can overcome the constraints? How effectively and efficiently can this crisis be managed. What are the ways to resolve this conflict? What are the possible outcomes? 2. What could be done to avert and resolve this impending crisis on the ABC Corporation and to stir Ibrahim and his team members so that they are able to turn around towards professional management, treat themselves, promote each other and steer the organization towards its preconceived objectives? 3. What advice would you offer particularly to M/S Ibrahim and Shah? 4. If you were placed in the same situation, how would you react to solve the problem with all the available resources