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    Right Man Wrong Job

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    Dharm Pal Yadav
    The document discusses the failed restructuring efforts of Abraham Titus at Ortrax India. Abraham was hired to restructure the company to make it more competitive, but he failed to implement his plans due to several organizational challenges. Key reasons for his failure included a lack of a clear restructuring plan, lack of authority given to Abraham, differences between the visions of Ortrax India and its international parent company, and the complex decision-making process at Ortrax.

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    Right Man Wrong Job

    Uploaded by

    Dharm Pal Yadav
    639 views11 pages
    The document discusses the failed restructuring efforts of Abraham Titus at Ortrax India. Abraham was hired to restructure the company to make it more competitive, but he failed to implement his plans due to several organizational challenges. Key reasons for his failure included a lack of a clear restructuring plan, lack of authority given to Abraham, differences between the visions of Ortrax India and its international parent company, and the complex decision-making process at Ortrax.

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    The document discusses the failed restructuring efforts of Abraham Titus at Ortrax India. Abraham was hired to restructure the company to make it more competitive, but he failed to implement his plans due to several organizational challenges. Key reasons for his failure included a lack of a clear restructuring plan, lack of authority given to Abraham, differences between the visions of Ortrax India and its international parent company, and the complex decision-making process at Ortrax.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    639 views11 pages

    Right Man Wrong Job

    Uploaded by

    Dharm Pal Yadav
    The document discusses the failed restructuring efforts of Abraham Titus at Ortrax India. Abraham was hired to restructure the company to make it more competitive, but he failed to implement his plans due to several organizational challenges. Key reasons for his failure included a lack of a clear restructuring plan, lack of authority given to Abraham, differences between the visions of Ortrax India and its international parent company, and the complex decision-making process at Ortrax.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 11

    Group No.

    -7 Raj Shekhar M Singh Yudh Vir Singh Thakur Dharm Pal Yadav B R Prasannakumar Anil Tripathi Umashankar Thakur PGDM-2010-12

    With changed economic scenario of 90s and stiff competition from other player of the market Ortrax wants restructuring. To project it as a best employer company wants to attract bright talent. Company hired Abraham from Global heads for restructuring. Despite his all whole hearted efforts fails to materialise his plan and resigns.

    He fails to adapt himself with the existing organisational culture of the company and make change according to his desire. There are many reasons for his failures e.g. company s less focus on operations in India, master slave relationship between international parent and company s Indian management. Personal agendas of regional heads.

    ` `

    No Concrete Plan for restructuring, no time frame, no provision of funds , no exact vision about which product to be promoted through restructuring. Responsibilities assigned to Mr. Abraham Titus without delegating suitable authority to him. Difference in visions of the Indian arm Ortrax India and its international parent. Multiple power centres of the company globally. Non-adaptability to changing needs of the hour.

    ` `

    Lack of support to Mr. Abraham Titus, Business Director of Ortrax India, charged with the responsibilities of restructuring. Mismatch of pace in Abraham s idea and company s vision because Abraham wants restructuring as early as possible but being highly matrix structure of company, decisions are taken through top down approach. Lack of patience in Abraham s action because organizational culture can not be changed in a day. Complex decision making process in the company. Different heads have their own agendas

    ` ` ` `

    Changed economic scenario of 90s. Stiff competition from other players in the market. Mudgal s desire to restructure Ortrax India. Abraham s ability and capability in rejuvenating dying business , redefining businesses and insight in consumer minds. Urge of Ortrax India to ensure survival in the market

    ` `

    Responsibilities assigned without delegating suitable authority. Lack of patience in Abraham. Low position of Abraham in final decision making and materialize his plan. Complex decision making process in the companymany bosses. Mismatch of pace of Abraham s move and company s attitude regarding restructuring.

    ` `

    ` `

    No concrete Restructuring plan. Non-adaptability to change by older people in the organisation. International parent s less focus on Indian operation Lack of support

    ` ` ` `

    Arranging delegation of authority to carry out the responsibilities of restructuring Ortrax India. Making efforts in harmonizing the visions of Indian arm and its international parent. Adapting the changes required for restructuring. Efforts to minimize the differences in aims and objectives of international parent and its Indian arm Ortrax India, if not abolished altogether. Win the support and blessings of all stake holders.

    ` `

    Include the other people from the organisation in the team for restructuring. Convince the top management & regional heads with the plan through better communication. Step by step restructuring moves taking organisational culture into consideration. Have patience. Try to convince other regional heads that restructuring plan will not harm their agenda.

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