Management and Wolfgang Keller Essay

1) Who is Wolfgang Keller? What atomic number 18 his key strengths and weaknesses?Wolfgang Keller is the Managing Director of Konigsbrau-TAK, which is the Ukranian subsidiary of a major premium beer brewer. Keller has previous realize in financi anyy turning around a German food product manufacturers two subsidiaries (relatively sm onlyer in scale than his certain organization). Kellers foremost strength is his ability to turn around an apparently difficult (for example, the economic turn-around of various subsidiaries) and at times apparent impossible situations (for instance, shutdown of a distributors lawsuit, collection of payment from a near-bankrupt distributor, etc.). He has been successful in managing an organization in a foreign coun canvas for which he has made efforts to learn the language and understand the business culture. He has a hands-on counseling style and likes to be actively involved in the available aspects of the business. He has the ability to build per sonal and, if needed, informal relationships with his ply and customers alike which has been instrumental in the better performance of his ships company.As Dr Haussler has indicated, many of Kellers weaknesses are the other side of his strengths. For example, his attempts at being hands-on can be perceived as over-interference by his sub-ordinates. Also, by crusadeing to manage situations by himself he makes himself open to criticism over his team-working and proper delegation abilities. Keller himself recognizes that he can be impatient and whitethorn non give enough time for his ideas to fall in the minds of others. Another of his weaknesses, again as highlighted by his manager, seems to be his less than cordial relationship with corporate staff and infrequency of reporting to the corporate plate and his line manager. This is also something that may be construed as a problem with Kellers working practices as a part of team.2) What important issues does Keller face? What are the most force per unit area problems he necessarily to address upon return to Athens?There are three important issues which Keller faces and they are as follows. First is to try and improve upon his shortcomings (as highlighted in his annual performance appraisal) vis--vis the corporate staff and his line manager. There have been questions raised ab fall out his personality and attitude which include his management 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 might require fundamental changes to how Keller is used to work with and manage his staff.Second, is the issue of his working relationship with Mr. Antonov. Keller has been in-charge of all operational activities with minimal involvement from Antonov in the general management of the subsidiary. This has been noticed by the senior 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 director. Keller, over the course of two years of Brodsky being in the company, has noticed several(prenominal) issues with Brodskys performance. Keller feels that Brodsky is too slow to react to situations and he (Keller) has had to intervene many a times in order to prevent a potential chance to the company. According to Keller, Brodskys formal and distant style is not suited to his job as a commercial director and moreover does not form in well with Kellers current and coming(prenominal) commercial strategy of which an integral part is a close relationship with the companys distributors. Keller does not see Bordsky as a leader of his sales force and considers his manageme nt style as more suited to a corporate staff ground 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 rely 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 infrequent communication to his line management). This working for a smaller organization but in a larger, multi-billion dollar, company Keller must learn to respect the importance of formal and frequent communication both upwards to the senior management and encourage it from his direct reports. If Keller has to succeed and move further up he needs to develop this skill of taking monetary fund of a nd 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 none have raised a flag except Brodsky. I think this is something that Keller must address he needs to delegate properly and thus build an atmosphere of long-lasting trust amongst his subordinates. His reports may only joke about it as of now (ref. the mock organization chart) but in future that may turn into something similar to whats happening with Brodsky. Keller needs to control his natural inclination to be too hands-on and must try to range back. A failure can teach a lesson more than constant lessons from a line manager. So depending on the situation it may be well-advised for Keller to allow his report take a decision which in Kellers opinion may not be the best one.About the current issues that Keller is set about with Brodsky, as Keller himself concedes, firing Brodsky may not be the best decision at this moment. Keller should try and find 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 get positive feedback from staff (maybe through a round of 360 degree feedback) to verify whether his analysis 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 constantly involved in their day-to-day work. Keller, in the short term, should try to have an open mind about Brodskys abilities and try and involve him more in the setting of the overall commercial strategy of the company and let him have more freedom in managi ng his department. This would not only do well to his image as a team-worker but may also financial aid in improving relations with Brodsky. Further, if Brodskys performance still does not change, Keller might be able to form a stronger case of Brodskys removal from the company.