The decision-maker in the case, Rohit Sharma, the director of Consultancy Development Organization (CDO), a not-for-profit organization that helps develop the consultancy profession in India, needs to respond to CDO’s poor morale and specifically to the January 4th incident with Mukesh Kumar, the deputy director of projects. Sharma’s encounter with Kumar was the latest in a series of frustrating experiences that Sharma has faced since joining CDO in October 2007. Sharma needs to decide his next steps: whether to resign from CDO or to continue trying to improve the situation at CDO. The issue is what Sharma should do; the challenge is how to achieve it.
1.Analyze what has happened to date at CDO. Has Sharma missed opportunities to manage the situation? Consultancy Development Organization had been poorly managed prior to Sharma. The employees were not motivated to work or put effort into their duties. No motivation leads CDO to poor quality of performance. Sharma attempted to go a conference to improve, or get ideas from other consulting companies. He attempted but wasn’t able to get the government approval. Since the company isn’t performing properly he should micromanage to make sure everything gets done. When employees are aware of his management style they will get their work done. He has missed opportunities to manage the situation by just walking out the door without saying a word he is not being a leader. He is not leading the follower the proper way or any way at all.
2.Evaluate Sharma’s options.
•Sharma’s first option to be fully self-supporting and not depending on the government grants this option is a good option. This way employees will be more motivated to work because based on how much they work they will get paid because the government grants won’t be available. •If employees are accountable for the results of their performance they will put more effort on getting things...