In 2010, when India opened up its defense sector to private producers, Armada India set up a factory in West Bengal. On the other hand, the factory faced problems such as high rejection rates, delivery delays, and low productivity. A far-out new general manager of care implemented Buddhist doctrine to his human resource management practices. The workers, who felt unimportant, now felt happy as they adopted the notions, which appealed to their local head of the manager.
The results were outstanding when it came to productivity, improved production, and morale. Nevertheless, senior managers had critical global growth strategies and were wary of this general manager's unorthodox management style. They hired a very competent, U.S.-knowledgeable human resource (HR) executive who scoffed at the "unsophisticated" practices of the manager and sought to change them, despite their success. What was the supervisor to doin trying to impose more conventional business methods was the new HR executive justified? Sangeeta Goel is affiliated with Management Development Institute, Gurgaon, India.
PUBLICATION DATE: May 26, 2016 PRODUCT #: W16312-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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