Case Study : Dilemma of a Managing Director

	Message From: maheshwari	Total Posts: 17	Join Date: 08/04/2009
Rank: Executive	Post Date: 21/11/2011 04:32:55	Points: 85	Location: India

Dear All,

Here is an interesting case study of an organization and the Dilemma of the MD. I have come across this case study on one of the HR groups and shared by Mr Shabbar.

The orgranization which started as a proprietory concern is now Pvt. Ltd. organization, started in a small 10 x 10 office, now with a workforce of 150+ people. The organization and the people with it have grown. The Proprietor has now become the MD and so on the others into senior management who have been here since past 12 to 15 years.

This is where the bottle neck has started. The MD has high aspirations, knows the potential of its products and services and its core competencies in the global market. There is tremendous growth potential from a 100 Million to 1000 Million in the next 2 years.

The MD's question is:

How will you motivate your senior people? The lot of people who have been with the organization right from the inception who have been loyal since 12 to 15 years.

What style – skills of management should be used to motivate them so that they can be at par with the current Young Management breed who are out to prove themselves. There is always a conflict when these young ones are paid more for higher performance, faster and accelerated growth as compared to the older lot.

How can the older lot be brought to par with this young lot? They are loyal; mind you but performance and productivity as compared to the global standards do not match.

At times the Proactiveness - taking initiative and ownership is missing?

A lot of Ego and Blame game is played?

The organization works more as Department and groups then as a Team.

How can this Traditional style working be turn around into Professionally runned organization.

The MD is concerned because the counterparts in other countries are growing tremendously, if we do not perform we will perish.

Any suggestions for the MD?

Regards,

Maheshwari

	Message From: ankur.shah	Total Posts: 23	Join Date: 08/04/2009
Rank: Executive	Post Date: 21/11/2011 04:34:30	Points: 115	Location: India

Firstly if any organisation is small the roles and responsibility of any individual is high. even the MD is in touch with everybody everytime. they understand that their part in that particular co is very vital and its their responsibility to get the things done.

when this organisation grows and many other are included in the same, it become a little difficult for the MD to keep in touch with everybody.

Now for the MD he understand that he has to include fresh talent from the market to cater to the current need of the industry. they come with fresh ideas and energy level. But that doesnt mean that older people who are there in the co cannot be ignored as they are there in the co for long and these are the people who knows what exactly is the trend in the market.

Most important is the mix up of the people the old ones and the new ones.

Its like a tree is not complete without the trunk(old people) and the branches(new ones).

This mix up can be done with regular meetings let it be formal and informal. Basicaly informal. When giving awards to young ones the older fellows should not be left just a spectator. At the same function older ones should also be given award for there contribution. this will help the older ones to understand their value and the young ones to think that there is some one at thetop also doing well apart from them.