Management and Wolfgang Keller Essay

1) Who is Wolfgang Keller? What are his key competencys and weaknesses?Wolfgang Keller is the Managing theatre director of Konigsbrau-TAK, which is the Ukranian subsidiary of a major amplitude beer brewer. Keller has previous birth in financially turning around a German food product manufacturers two subsidiaries (relatively littler in subdue than his trustworthy organization). Kellers foremost strength is his baron to turn around an apparently difficult (for example, the economic turn-around of various subsidiaries) and at times apparent im practical parts (for instance, resultant role of a distri andors lawsuit, battle array of payment from a near-bankrupt distributor, etc.). He has been winning in managing an organization in a foreign coun testify for which he has do efforts to ingest the language and understand the pipeline culture. He has a hands-on counselling entitle and likes to be actively multiform in the operational aspects of the business. He has the abi lity to build personal and, if needed, in orb descents with his stave and customers alike which has been instrumental in the go operation of his federation.As Dr Haussler has indicated, many of Kellers weaknesses are the other side of his strengths. For example, his attempts at being hands-on arsehole be perceived as over-interference by his sub-ordinates. Also, by decideing to manage patchs by himself he throws himself rough to criticism over his team- constructing and neat delegation abilities. Keller himself recognizes that he can be impatient and may not view as enough time for his ideas to settle in the minds of others. Another of his weaknesses, again as highlighted by his bus, mark offms to be his less than cordial kind with collective lag and infrequency of describe to the integrated headquarters and his line manager. This is alike something that may be construed as a problem with Kellers on the stemma(p) practices as a part of team.2) What master(pren ominal) go forths does Keller heart? What are the most pressing problems he of necessity to address upon return to capital of Greece? at that place are three important issues which Keller faces and they are as follows. First is to try and meliorate upon his shortcomings (as highlighted in his annual writ of execution appraisal) vis--vis the corporate staff and his line manager. There have been questions raised about his temper and attitude which include his attention style and his ability to work well in a team. This may not be the most pressing problem but it could turn out to be a hard one to improve upon. This is because it king require fundamental changes to how Keller is used to work with and manage his staff.Second, is the issue of his working kinship with Mr. Antonov. Keller has been in-charge of all operational activities with minimal link from Antonov in the general management of the subsidiary. This has been discover by the precedential management in Germany and Keller has been advised to try and keep Antonov in the loop more than he is currently. The management recognizes the importance of Antonovs maturity and experience of the local business and Keller has been asked to make such use of Antonov.Third, and this is the most pressing issue faced by Keller, is the apparent performance issue of Mr. Brodsky, the commercial-grade director. Keller, over the line of reasoning of two years of Brodsky being in the company, has noticed several issues with Brodskys performance. Keller olfactory perceptions that Brodsky is also slow to react to situations and he (Keller) has had to inject many a times in order to prevent a effectiveness disaster to the company. According to Keller, Brodskys formal and distant style is not worthy to his job as a commercial director and moreover does not gentle wind in well with Kellers current and future commercial strategy of which an inherent part is a close relationship with the companys distributors. Kel ler does not see Bordsky as a leader of his gross revenue force and considers his management style as more suited to a corporate staff based job than as a line manager.3) What would you recommend to Keller to improve his effectiveness and chances of success?I think, Kellers experience in relatively smaller company previously has influenced strongly his working and management style (as is hinted by his manager and accepted by himself). He tends to intrust much on personal contacts with his staff and even his customers and probably dislikes corporate procedures (evident by his apparent errors in interpreting corporate policies) and standard reporting mechanisms (evident by his singular communication to his line management). This works for a smaller organization but in a larger, multi-billion dollar, company Keller must learn to respect the importance of formal and prevalent communication both upwards to the senior management and encourage it from his direct reports. If Keller has to deliver the goods and move further up he needs to develop this skill of taking stock of and manage a situation when it may not be possible to be directly involved in that. This I believe is crucial for Keller.Keller needs to learn the art of suitable delegation. Keller can tend to micro-manage situations and thus encroach upon his subordinates job responsibilities. Keller has defended this approach by pointing out that he uses the same approach with all his managers and no(prenominal) have raised a sag except Brodsky. I think this is something that Keller must address he needs to legate properly and thus build an aureole of long-lasting trust amongst his subordinates. His reports may further joke about it as of right off (ref. the mock organization chart) but in future that may turn into something analogous to whats happening with Brodsky. Keller needs to bidding his natural inclination to be in any case hands-on and must try to keep open back. A failure can inculc ate a lesson more than constant lessons from a line manager. So depending on the situation it may be wise for Keller to permit his report take a ratiocination which in Kellers opinion may not be the best(p) one. intimately the current issues that Keller is facing with Brodsky, as Keller himself concedes, redness Brodsky may not be the best decision at this moment. Keller should try and flummox the middle path with Brodsky use his strengths and make his perceived weaknesses unimportant and make him feel free enough to manage his department. I think Keller should somehow try and seize positive feedback from staff (maybe through a round of 360 degree feedback) to verify whether his digest that Brodsky is not a charismatic leader is really true or unjustified.It could be that Brodskys staff may be too happy to have a leader who delegates rather than someone who is eer involved in their day-to-day work. Keller, in the short term, should try to have an open mind about Brodskys ab ilities and try and involve him more in the mount of the overall commercial strategy of the company and let him have more freedom in managing his department. This would not only do well to his image as a team-worker but may also second in improving relations with Brodsky. Further, if Brodskys performance still does not change, Keller powerfulness be able to form a stronger case of Brodskys removal from the company.