Wolfgang Keller at Königsbrӓu-Tak(a) Case Report
ORG 501 ORGANIZATIONAL BEHAVIOUR
Wolfgang Keller at Königsbrӓu-TAK(A)
Case Report
22.10.2009
EXECUTIVE SUMMARY
Königsbrӓu-TAK was one of the best managed and profitable premium beer companies and the Wolfgang Keller became the manager director of Königsbrӓu’s Ukrainian subsidiary which had lately been losing nearly $ 3 million per year. In three years, he took initiative and the Ukrainian subsidiary’s earnings increased to $ 7 million per year. Wolfgang Keller was a manager who did value personal relationships between co-workers and the customers so this formed the base of his general sale strategies.
Dmitri Brodsky was the commercial director of the company who had formed balance within the large number of young managers with his experience and maturity. However, he had a different working style than the style Keller had. He was calm, methodical but not the type of person taking initiative, being a leader and having close relationships with co-workers or the customers.
At the end of one year, Keller had observed some managerial problems with Dmitri Brodsky, and he pointed it out in the first annual performance evaluation. However, even after one more year, the observations and assessment of Keller about Brodsky had not changed. By the way, the boss of Wolfgang Keller, Dr. Hans Hӓussler had evaluated Keller’s performance as only sufficient at the same time. Hӓussler based this evaluation upon Keller’s intervention in line responsibilities and out of teamwork working style.
Consequently, Keller felt that he had to take action about Brodsky’s performance. Brodsky was not the person to be sacrificed because it would have been hard to replace him. Apart from that, Keller had to find a way to improve Brodsky’s performance by coaching, trainings or by reorganizing the general system to compensate Brodsky’s weaknesses.
The aim in this case is to analyze the situation and determine the possible actions that could solve the problem in terms of
Wolfgang Keller at Königsbrӓu-TAK(A)
Case Report
22.10.2009
EXECUTIVE SUMMARY
Königsbrӓu-TAK was one of the best managed and profitable premium beer companies and the Wolfgang Keller became the manager director of Königsbrӓu’s Ukrainian subsidiary which had lately been losing nearly $ 3 million per year. In three years, he took initiative and the Ukrainian subsidiary’s earnings increased to $ 7 million per year. Wolfgang Keller was a manager who did value personal relationships between co-workers and the customers so this formed the base of his general sale strategies.
Dmitri Brodsky was the commercial director of the company who had formed balance within the large number of young managers with his experience and maturity. However, he had a different working style than the style Keller had. He was calm, methodical but not the type of person taking initiative, being a leader and having close relationships with co-workers or the customers.
At the end of one year, Keller had observed some managerial problems with Dmitri Brodsky, and he pointed it out in the first annual performance evaluation. However, even after one more year, the observations and assessment of Keller about Brodsky had not changed. By the way, the boss of Wolfgang Keller, Dr. Hans Hӓussler had evaluated Keller’s performance as only sufficient at the same time. Hӓussler based this evaluation upon Keller’s intervention in line responsibilities and out of teamwork working style.
Consequently, Keller felt that he had to take action about Brodsky’s performance. Brodsky was not the person to be sacrificed because it would have been hard to replace him. Apart from that, Keller had to find a way to improve Brodsky’s performance by coaching, trainings or by reorganizing the general system to compensate Brodsky’s weaknesses.
The aim in this case is to analyze the situation and determine the possible actions that could solve the problem in terms of