Management and wolfgang keller essay

1) Who is Wolfgang Keller? Exactly what are his crucial strengths and weaknesses?

Wolfgang Keller is the Managing Movie director of Konigsbrau-TAK, which is the Ukranian subsidiary of a key premium beverage brewer. Keller has earlier experience in financially turning around a German food product manufacturer’s two subsidiaries (relatively smaller in level than his current organization). Keller’s main strength can be his capacity to turn around an apparently tough (for case, the economical turn-around of numerous subsidiaries) with times noticeable impossible circumstances (for occasion, resolution of any distributor’s legal action, collection of payment from a near-bankrupt distributor, etc .

). This individual has been powerful in managing an organization within a foreign region for which he has made initiatives to learn the language and be familiar with business tradition. He contains a hands-on managing style and likes to be actively active in the operational aspects of the business. He has the ability to build personal and, if needed, informal interactions with his staff and clients alike that can be instrumental inside the better performance of his organization.

As Doctor Haussler has indicated, most of Keller’s weak points are “the other side of his strengths. For example , his attempts at getting hands-on can be perceived as over-interference by his sub-ordinates. Likewise, by planning to manage situations by himself this individual makes himself open to criticism over his team-working and proper abordnung abilities. Keller himself recognizes that he can be rapide and may not give enough time for his ideas to settle in the minds of others. Another of his weak points, again while highlighted by his supervisor, seems to be his less than good relationship with corporate personnel and infrequency of credit reporting to the corporate and business headquarters great line manager. This is also a thing that may be interpreted as a issue with Keller’s working practices as a part of team.

2) What crucial issues really does Keller deal with? What are one of the most pressing challenges he should address after return to Athens?

There are 3 important issues which Keller faces plus they are as follows. First is to try and improve upon his shortcomings (as highlighted in the annual performance appraisal) vis-à-vis the corporate staff and his range manager. There are questions brought up about his personality and attitude including his supervision style great ability to work nicely in a group. This may not be the most pressing trouble but it could turn out to be a tough one to improve upon. This is because it might require primary changes to just how Keller is employed to work with and manage his staff.

Second, is the issue of his working romance with Mr. Antonov. Keller has been in-charge of all functional activities with minimal participation from Antonov in the basic management from the subsidiary. It turned out noticed by the senior managing in Australia and Keller has been recommended to try and maintain Antonov in the loop more than he can currently. The management acknowledges the importance of Antonov’s maturity and experience of the local organization and Keller has been asked to make such use of Antonov.

Third, which is the most hitting issue encountered by Keller, is the evident performance issue of Mister. Brodsky, the commercial movie director. Keller, over the course of two years of Brodsky being in the firm, has observed several issues with Brodsky’s performance. Keller seems that Brodsky is too gradual to respond to situations and he (Keller) has had to intervene many a times in order to stop a potential catastrophe to the business. According to Keller, Brodsky’s “formal and distant design is not suited to his job as a commercial overseer and additionally does not tune in well with Keller’s current and future commercial approach of which a vital part is a close relationship together with the company’s marketers. Keller would not see Bordsky as a head of his sales force and considers his management design as even more suited to a corporate staff based job than as a range manager.

3) What would you recommend to Keller to further improve his performance and likelihood of success?

I do think, Keller’s experience in fairly smaller company previously provides influenced strongly his doing work and management style (as is hinted by his manager and accepted simply by himself). He tends to rely much in personal associates with his personnel and even his customers and probably disfavors corporate methods (evident simply by his apparent errors in interpreting business policies) and standard revealing mechanisms (evident by his infrequent conversation to his line management). This functions for a more compact organization but in a larger, multi-billion dollar, organization Keller must learn to respect the importance of formal and frequent interaction both up-wards to the senior management and encourage that from his direct studies. If Keller has to succeed and maneuver further up he should develop this skill of taking stock of and manage a predicament when it may not be possible to become directly involved with that. This I believe is important for Keller.

Keller needs to learn the fine art of suited delegation. Keller can often micro-manage situations and thus encroach upon his subordinates’ task responsibilities. Keller has defended this approach simply by pointing out that he uses the same way with all his managers and not one have got raised a flag apart from Brodsky. I do believe this is something which Keller must address ” he must delegate effectively and thus build an atmosphere of durable trust between his subordinates. His studies may only scam about it by today (ref. the mock corporation chart) however in future which may turn into something such as what’s taking place with Brodsky. Keller has to control his natural desire to be too hands-on and must make an effort to hold back. An inability can teach a lesson more than constant lessons from a line director. So with respect to the situation it might be wise for Keller to let his survey take a decision which in Keller’s opinion may not be the best a single.

About the existing issues that Keller is facing with Brodsky, as Keller himself argues, firing Brodsky may not be the very best decision at this time. Keller need and find the center path with Brodsky ” use his strengths and make his perceived weaknesses unimportant and make him feel free enough to manage his department. I believe Keller ought to somehow try to get confident feedback from staff (maybe through a rounded of “360 degree feedback) to check whether his analysis that Brodsky is definitely not a “charismatic leader is absolutely true or perhaps unjustified.

It could be that Brodsky’s personnel may be too happy to have a leader who delegates instead of someone who is constantly involved in all their day-to-day work. Keller, for the short term, should try to have an open brain about Brodsky’s abilities and try and involve him even more in the environment of the general commercial technique of the organization and let him have more freedom in taking care of his division. This would nearly well to his picture as a team-worker but may also help in increasing relations with Brodsky. Further, if Brodsky’s performance nonetheless does not transform, Keller could possibly form a stronger circumstance of Brodsky’s removal through the company.

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