PV was introduced with visibility and appreciable leadership support. Guide to ease socialization and their entry into the organization and it was intended to supply every engineer trainee at TPEC a friend. The senior managers assigned to guide the trainees were called "mentors." For the very first few years, the project ran smoothly. They wanted some help, the trainees clearly felt reinforced. At the exact same time, the mentors were not unhappy to direct trainees. A few years later, certain crucial changes occured in staffing of leadership places in the organization. With extension and new projects, the growth trajectory of TPEC also demonstrated a sharp surge.
With earlier people and a significant rise in the total number of trainees being recruited, PV ran into difficult waters. Yet, no changes were made in the system or processes. PV began to get ritualized - in certain regions, there was absolute lack of any contact between the two and assemblies between mentors and trainees became less frequent. In the midst of degeneration, among the leaders was able to animate the project in Unit Chelpur. The company faced a choice about the form in which PV should continue.
Project Vishwamitra at T.P. Engineering Corporation Case Study Solution
PUBLICATION DATE: November 30, 2011 PRODUCT #: W11545-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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