10-23-2011, 07:22 AM
[B]GDB OF MGMT 628[/B]LAST DATE 25TH OC
[COLOR="red"]PLZ GIV ANY IDEA
THANx[/COLOR]
CTScenario:
M/S Wanden manufactures air conditioners for cars. Engineering department at Wanden has a well organized system of “defect tracking” but top management has decided to enhance the defect tracking system further. Although the top management has assured the employees that the new system will be lot easier and will take less time as compared with the old one but their assurance could not convince the employees. They did not believe that the new processes would result in superior quality. Rather, employees were of the view that old system was working perfectly fine and changing that system would result in poor performance and damage the overall company’s image. Engineering department was performing the core function and therefore always regarded a higher status. Therefore, they always had an upper hand on any issue and they always had the final say over reporting defects. Changing this process caused the engineers to feel that their competence and capabilities were being questioned and their autonomy was in jeopardy. The reaction was constantly passive resistance.
Time is flying and production backlog is building up due to the situation. Hence, Wanden will not meet the demand and lose orders, profit and eventually market share. Clock is clicking!
Question:
Suppose you are the GM of Wanden how would you implement the new change without compromising the concerns of Engineering Department? Answer should be precise and to the point.
[COLOR="red"]PLZ GIV ANY IDEA
THANx[/COLOR]
CTScenario:
M/S Wanden manufactures air conditioners for cars. Engineering department at Wanden has a well organized system of “defect tracking” but top management has decided to enhance the defect tracking system further. Although the top management has assured the employees that the new system will be lot easier and will take less time as compared with the old one but their assurance could not convince the employees. They did not believe that the new processes would result in superior quality. Rather, employees were of the view that old system was working perfectly fine and changing that system would result in poor performance and damage the overall company’s image. Engineering department was performing the core function and therefore always regarded a higher status. Therefore, they always had an upper hand on any issue and they always had the final say over reporting defects. Changing this process caused the engineers to feel that their competence and capabilities were being questioned and their autonomy was in jeopardy. The reaction was constantly passive resistance.
Time is flying and production backlog is building up due to the situation. Hence, Wanden will not meet the demand and lose orders, profit and eventually market share. Clock is clicking!
Question:
Suppose you are the GM of Wanden how would you implement the new change without compromising the concerns of Engineering Department? Answer should be precise and to the point.