Leadership and Team Building assignment

PSU in Doldrums
The Following are the Problems facing Mr. Manek in RCF Factory

 Company is in Loss for last four decades.

 Single Product line and single customer base.
 Loss of man days due to union strike and go slow tactics of workers
 Workers indiscipline
 Workers having multiple jobs during official working hours.
 Trade union leader is involved in instigating strikes and lock-outs.

Options Mr Manek can use to solve the problem

 To address the loss in company revenues, he should identify the grey areas and process
changes required to get the company in order.
 Closely associate with workers and identify the real cause of the workers behavior and try
to solve the same.
 He should also ensure work timings and attendance is adhered as per company rules by
constructive disciplining.
 To warn the companies with legal actions to refrain them to employ workers already
employed with his company.
 Gain experience from peers in other companies which do not have strikes in spite of
existence of unions and a larger workforce in companies.
 He also need to understand their working culture and environment and implement those in
RCF.
 He should gain the confidence of the union leader by making him understand that the
benefit of his and the workers are directly related to the progress of the company.
 He can try with measures to increase customer base.
 Can do modernization of the plant to get lean manufacturing.
 He can implement a scheme to Reward the workers for their good work to motivate them
and in turn motivate other workers also to follow them.

Leadership
1. Why do you think this retailing leader made this move to Cidi-co
Leadership is about coping with change. Mr. Tiwari’s shift to Cidico can be explained by the
following behaviors & characteristics-

Leaders Take Risks Mr. Tiwari has demonstrated this in the past when he left his canteen
business and joined Mr. Khera’s vaulted management training program.

Leaders have conviction It is this conviction that enabled him to persuade Magarpatta
Esplanade’s parent to open large expensive flagship stores in key markets, which was a gutsy
move.

Leaders Challenge and change In 1998, Tiwari took over Benami’s Direct division, which
included managing its Internet sites. During this period internet commerce was in its budding
stage and it shows a penchant for challenge when he accepted responsibility for internet
marketing. Also his stints at Himani’s, Sixth Lane, Arbani and Dalal Street show an appetite
for change and challenges.

Apart from those leadership qualities

 Mr. Hemant Tiwari is an ambitious personality with oodles of energy and quick
mind.
 He was been continuously sought after by the partners in Cidico.com to lead the
group.
 He believed that he could transform cidico.com in the virtual world just as he did at
Magarpatta esplanade owned by Benami Inc.
 He had hands on experience in managing Internet sites in his previous profile.

Q2. How would you evaluate his background?

Answer

By going through the case we can conclude Mr. Hemant Tiwari has been working in the field of
retail since last 32 years and considers himself a fanatic about retail. He has been influential in
transforming Magarpatta Esplanade into a chic urban store and its revenue by almost two folds.
He also handled Benami’s direct division, which included managing its internet sites.

He is also
o A tireless worker
o Has a quick mind
o Is committed to his work
o Likes to go into details and seem to manage by facts
o Follows good advice overriding his desires. Tiwari giving up his plan to go
into packaged goods business and joining Khera’s vaulted management
training program is an example.
o He coped up every change successfully
o He can see opportunity where others fail to see
o He can go against conventional wisdom.
 o He is prepared to stake his career for decisions which he is convinced.
o He has a reputation of a very competent person. For example Kothari
managing partner, Mani A. Dayal says the company persisted on Mr. Tiwari
because Tiwari “was absolutely our first choice”.

Q3. Evaluate his self-described “fanatic about retail detail.” How would this and other
details in the case fit into what you we have discussed in class about what leaders
really do?
 Leaders Take Risks :
A leader must make and take risks by understanding that opportunities exist, and then
converting them into results. Doing so allows to take advantage of windows for success
in the present or future; create new, better ways of doing things; and develop yourself and
others through exposure to new situations.

 Mr. Tiwari has demonstrated this in the past when he left his canteen business and
joined Mr. Khera’s vaulted management training program.

 Leaders have conviction :

Leaders believe in what they are doing. It is this deep personal conviction and the ability
to communicate it to others that vests them with their authority, attracts energy and
mitigates uncertainty. Having a clear view of what is the aim to achieve will help guide
decisions, inspire people to follow , overcome obstacles, give the courage to stand your
ground and build confidence in followers.

 It is this conviction that enabled him to persuade Magarpatta Esplanade’s parent to

open large expensive flagship stores in key markets, which was a gutsy move.

 Leaders Challenge and change:

As a leader, you must challenge and change the status quo by experimenting and creating
excitement in order to grab people's attention, energize followers, take competitors by
surprise and jolt your people out of accepting things as they are.

 In 1998, Tiwari took over Benami’s Direct division, which included managing its
Internet sites. During this period internet commerce was in its budding stage and it
shows a penchant for challenge when he accepted responsibility for internet
marketing. Also his stints at Himani’s, Sixth Lane, Arbani and Dalal Street show an
appetite for change and challenges.

 A positive attitude to lead and guide:

When employees see that their boss can lead and direct, has a clear vision and attainable
goals, and actually gains results in a timely manner, then that person's credibility
increases throughout the organization.

 When Mr. Tiwari was managing the campus canteen, along with three female
partners, Tiwari was there first thing in the morning as the short-order cook and he
was back at night after the last meal had been served. This shows a firm
determination to be meet customer expectations despite constraints in resources.

 Ambitious:
Employees need to be constantly striving for improvement and success; and they need to
see the same and more in their leaders. When the boss is seen as someone who works to
attain increasingly higher goals, employees will be impressed and more willing to mirror
that behavior. It's a win-win for everyone.