mhr team paper.docx - Wolfgang Keller at...

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Wolfgang Keller at Königsbräu-TAK (A)Ernest Martinez (Synopsis)Angel Cova (Immediate Issues/Decisions)Rachel Alzaga (Organizational Behavior Analysis: Keller)David Armstrong (Organizational Behavior Analysis: Brodsky)Kaiwei Lin (Problems and recommendations)SynopsisWolfgang Keller, the managing director of Konisbro TAK, returns after a two-month
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business trip to Brazil back to the company. Upon his return he finds that the company is operating as usually expected with a minor change in attitude from the chairman, Vladimir Antonov. Among the team of management staff left behind to handle the day to day operations ofthe company, Dmitri Brodsky stood out among the group of committee management members asbeing the most articulate in regard to handling the budget of the company and demonstrated a high degree of belonging to the group committee.Keller noticed that Antonov had developed a mixed attitude towards Brodsky and this attitude even extended to Keller himself. Antonov showed a lack of wanting to cooperate with staff and did not restrain himself from making negative comments to Keller’s experiences gainedwhile away in Brazil. The issues between Keller and Antonov where further complicated since the two had to present the annual budget of the company to the managing board in Munich. The remarks experienced by Keller from Antonov where negative, blunt, and assertive to include a complete disregard for anything that Keller had to say during the corporate member meeting. This kink in the group relationship along with the group’s cohesiveness could not have happenedat such inappropriate moment for Keller. Further negative remarks from Antonov to Keller signaled to Keller that things between them was acrimonious.Keller later discovers that Antonov was dis-crediting him behind his back to the executives prior to the meeting. Upon talking to one of the executives on a more private note, Keller discovers the executives do not fancy his style of making business decisions. Keller received constructive criticism from Von Hess, a member of the corporate executive branch, regarding his lack of wanting to do things according to the standards of corporate and Von Hess felt that Keller had handicapped his team to the point that Keller’s team could not function properly without his leadership.
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Keller then discovered that he had been sent away to Brazil for corporate to test his team’s ability to function in the absence of Keller. Keller sited an example of when he went against corporate technical staff regarding the purchase of computer equipment, citing that the recommended equipment was inadequate for his needs. Corporate went against Keller’s input and this resulted in a higher cost for the equipment due to the fact the initial equipment purchaseswas indeed inadequate.
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  • Fall '19
  • Management, Wolfgang Keller, Dmitri Brodsky

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