Case Study – Change: to Be or Not to Be
E-MBA Date:
Subject: Organizational Behavior
Assignment: Case study – Change: To Be or Not to Be
Table of contents
1. Executive Summary
2. Presentation of the Problems
3. Presentation of the Solution
4. Analysis of the Solution
5. Conclusion
6. References
Executive Summary
“Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights” And that what Parthiv Vyas had thought for his company- Mebrisk India- before he introduced new reforms in the company in order to help it reach new heights.
However, three years later Mebrisk India discovered its system revamp was a completely futile exercise.
Adip Arya was extremely dejected when he found the system he had partly engineered with Parthiv Vyas was today being considered as completely fruitless by the Company’s new director of Operations, Kevin Mathais.
It all began in 1997 when operations and finance in Mebrisk India was taken over by Parthiv Vyas, a commercially - driven person, who came from Delaware. Soon, after joining the company he came across many flaws in the working of the Sales and Production Teams respectively. He felt the Sales and Production Team can work together in cooperation only if commercial becomes proactive in the company.
So the first thing he asked his team is to get him a zero or negative working capital and that can be done by the team by recovering the money from debtors before the company has paid for the raw materials. Parthiv also found that the production plan was not in sync with sales plan. He realized that the problem lies with the factories as they produced what they desired irrespective of what the market needed. This was happening due the miscommunication between the Sales and Production Teams of the Company. Hence, Parthiv came to the conclusion that need of the hour was to connect the factories with depots to regions to head office. As a result, he ordered
Subject: Organizational Behavior
Assignment: Case study – Change: To Be or Not to Be
Table of contents
1. Executive Summary
2. Presentation of the Problems
3. Presentation of the Solution
4. Analysis of the Solution
5. Conclusion
6. References
Executive Summary
“Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights” And that what Parthiv Vyas had thought for his company- Mebrisk India- before he introduced new reforms in the company in order to help it reach new heights.
However, three years later Mebrisk India discovered its system revamp was a completely futile exercise.
Adip Arya was extremely dejected when he found the system he had partly engineered with Parthiv Vyas was today being considered as completely fruitless by the Company’s new director of Operations, Kevin Mathais.
It all began in 1997 when operations and finance in Mebrisk India was taken over by Parthiv Vyas, a commercially - driven person, who came from Delaware. Soon, after joining the company he came across many flaws in the working of the Sales and Production Teams respectively. He felt the Sales and Production Team can work together in cooperation only if commercial becomes proactive in the company.
So the first thing he asked his team is to get him a zero or negative working capital and that can be done by the team by recovering the money from debtors before the company has paid for the raw materials. Parthiv also found that the production plan was not in sync with sales plan. He realized that the problem lies with the factories as they produced what they desired irrespective of what the market needed. This was happening due the miscommunication between the Sales and Production Teams of the Company. Hence, Parthiv came to the conclusion that need of the hour was to connect the factories with depots to regions to head office. As a result, he ordered
References: The case study material attached along with this.