Case Study 1: Wolfgang Keller at Konigsbrau-TAK (A) Keller’s Decision: We chose option (ii), Keller should coach and counsel Brodsky because we think that Brodsky is an experienced executive among the group of young managers, with good analytical skills, he is deliberate, and he is also a loyal employee. Also, in this job market, it would be difficult to find a suitable replacement for Brodsky. Hence appropriate training will help him to develop the skills that meet the company’s standards. Firing Brodsky was not the right choice because Keller knew that replacing him with a qualified candidate is a difficult process. Keller does not want to reorganize the department around Broadsky by splitting the marketing and sales department, because it will be a redesign for the company and also Keller feels Zelenko will not be able to take over the entire commercial department as he is not yet ready to handle the sales function. We believe that Brodsky will incorporate the training by being a good public speaker and leader, and maintains a good relationship with his subordinates and customers. We know we cannot change his personality and we respect his individual differences, but he can learn and improve his skills such as interpersonal communication and leadership qualities that Keller expects. Keller’s Assessment: Keller’s assessment of Brodsky included a mixture of positive and negative views. Keller thought Brodsky had excellent analytical skills. The plans and reports he prepared were perfect, but at the same time he believed Brodsky took too long to complete his job responsibilities. Further, Keller did not like Brodsky’s skills and management style. Keller wrote in Brodsky’s performance
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