enlisting Brodsky in classes that help him understand how important his role in face to faceinteractions. Ultimately, if Brodsky is able to adapt to the critiques Keller has given him, companyresults can be shown through their improved relationship. Recommendation & Action Plan:After considering our multiple alternatives, our team’s suggestion is that Dmitri Brodsky is fired and asearch for a qualified replacement is launched. The grounds for firing Brodsky would be based on hisperformance over his term at Konigsbrau-TAK. His poor performance would not be able to justify anannual salary increase and because of this, it is likely that Brodsky would leave voluntarily. Theconsequences of Brodsky leaving voluntarily, as touched on previously, would essentially force Kellerto fire Brodsky so that does not happen. However, Brodsky’s employment termination is not only forKeller to save his reputation. The commercial director has demonstrated on multiple occasions that hedoes not possess the necessary motivation to execute his job exceptionally. When one distributor refused to pay a debt of 87,000 euros to Konigsbrau-TAK, Brodsky was quick towrite it off as bad-debt. However, Brodsky did not even so much as reach out to the distributor and tryto gain an understanding of the problem. He took the negative situation for what it was, but had nocourse of action to solve it. It took urging from Keller for Brodsky to finally pick up a phone and seewhat was going on. When this still did not solve the problem, Brodsky gave up again after his minimaleffort. This led to Keller having to drive three hours to go figure out the situation and solve it. For ageneral manager to have to take time to drive three hours for a problem that seemed like it could havebeen solved by his subordinate if he cared more, is unacceptable and is worthy or disciplinary action.This situation was a clear demonstration that Brodsky is not motivated to perform exceptionally for thecompany. He will do the bare minimum.One of the elements that makes Konigsbrau-TAK is the company culture of a close relationship amongmanagement, employees, and customers. The camaraderie within the company was stated as being“fundamental to the creation of a vigorous and aggressive company.” There is a clear company culturethat employees can expect to work in and thrive, but Brodsky clearly does not fit into that companyculture. His distant management style and desire to keep his professional life separate from hispersonal life is impacting his credibility as a manager. It is understandable that a manger may want to
manage in this format and it is not a requirement that all employees conform to a company culture, buton top of all of Brodsky’s other mishaps, this aspect needs to be taken into consideration whenanalyzing Brodsky’s future at the company.
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