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    FLP Case Dipesh

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    akash
    The document describes problems at a growing tech company, including lack of manager training and role clarity. This led to conflicts as best engineers were promoted to management without preparation. The key causes were rapid growth without processes to onboard and train new managers. To solve this, the company needs to implement manager training, define all roles and responsibilities, improve communication between managers and Dipesh. They should also focus promotion criteria on potential for new roles rather than past performance alone. Putting organizational processes in place could prevent these issues in the future.

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    FLP Case Dipesh

    Uploaded by

    akash
    363 views2 pages
    The document describes problems at a growing tech company, including lack of manager training and role clarity. This led to conflicts as best engineers were promoted to management without preparation. The key causes were rapid growth without processes to onboard and train new managers. To solve this, the company needs to implement manager training, define all roles and responsibilities, improve communication between managers and Dipesh. They should also focus promotion criteria on potential for new roles rather than past performance alone. Putting organizational processes in place could prevent these issues in the future.

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    Leadership case analysis

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    FLP Case Dipesh_

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    The document describes problems at a growing tech company, including lack of manager training and role clarity. This led to conflicts as best engineers were promoted to management without preparation. The key causes were rapid growth without processes to onboard and train new managers. To solve this, the company needs to implement manager training, define all roles and responsibilities, improve communication between managers and Dipesh. They should also focus promotion criteria on potential for new roles rather than past performance alone. Putting organizational processes in place could prevent these issues in the future.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    363 views2 pages

    FLP Case Dipesh

    Uploaded by

    akash
    The document describes problems at a growing tech company, including lack of manager training and role clarity. This led to conflicts as best engineers were promoted to management without preparation. The key causes were rapid growth without processes to onboard and train new managers. To solve this, the company needs to implement manager training, define all roles and responsibilities, improve communication between managers and Dipesh. They should also focus promotion criteria on potential for new roles rather than past performance alone. Putting organizational processes in place could prevent these issues in the future.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 2

    FLP CASE ANALYSIS

    DIPESH- The Project Manager


    Group 8
    (Maithili Joshi, Rakesh Kunbi, Rishabh, Suman Sharma, Tanya Saxena, Vishal Klandria)

    a) What is the problem described in the case?


    Ans: The visible problems in the company are listed as below:

     Steep and rapid team growth from 10 people to around 50


     Best Engineers with the brightest talent were being promoted as Managers
     Induction for Managers was not being done since their questions/doubts were of very basic
    nature
     Role conflicts, dissatisfaction and ambiguity between one’s roles and one’s responsibilities
     In-congruence in what the employees want to do (Interests) against what they do (Roles)
     New managers were trying to solve the managerial problems the technical way
     Some problems seemed to be related to handling small teams vs big teams
     The recognition of the fact that “Coding and People Management need different skills and
    mind-set” seem to be missing
     Dipesh seemed more worried about project delivery than the people
     Lack of communication was very evident between Dipesh and the new Managers

    b) What is the cause of the problem as emerging from the case data? Please provide evidences?
    Ans: The major reasons for the above problems are as follows:

     People usually know their roles but not the responsibility for those roles.
     If people don’t enjoy the roles they have been asked to do, the projects and organization
    loses out big time
     The perception that “Coding is the only productive work done in the IT and setup and other
    tasks including Management are unnecessary” is grossly wrong
     Every role didn’t have its defined behaviour, responsibilities and success measures
     Dipesh is not clearly defining the expectations from the role of his Managers
     Majority of people want to be called as Managers but do not invest time and energy to
    master the role
     Promotion criteria is misleading here as it tends to reward the performance of the past roles
    but doesn’t keep in mind the potential required for the future roles

    c) What should be done to solve the problem in the near future?


    Ans: Few steps that can be taken to solve the problem are as follows:

     Proper induction/orientation program should be conducted at the time of recruitment


     Expectations regarding roles and responsibilities from the hired and promoted employees
    should be made clear and understandable
     Proper training and development programs, workshops can be conducted to upgrade and
    enhance the work-related skills of the employees
     Setting up a competitive environment to let the employees realize their competencies and
    invest adequate time to build them
     Soft skills training should also be provided to the employees for better communications and
    inter-personal relations
     People in the organizations should have their own concept of growth. Ideally the role they
    play should be in congruence with their concept of self-growth
     Proper communication mechanism, dialog, feedback processes should be cultivated within
    the company
     Promotion and appraisal criteria should be made clear to the employees beforehand
     Goals setting should be done by the employee after discussing with manager. Every role
    should set its competencies, since competencies drive the necessary behaviour resulting in
    Performance.

    d) What systemic and organizational processes changes should be brought in so that these
    kinds of problems do not occur in the future?
    Ans: Every role has a defined behaviour, responsibilities and success measures. Hence, promotion
    criteria should be evaluated beforehand for the future. Instead of focusing on the past
    performance alone, the focus should be on the potential shifts required for the job. Also, the
    new employees or the new roles should be allocated with Induction process so as to ensure
    a smooth flow into the new position. Also, the senior managers should be more vocal about
    their organizational needs instead of focusing solely on the delivery.

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