Group No.-7Raj Shekhar M Singh

Yudh Vir Singh ThakurDharm Pal Yadav

B R PrasannakumarAnil Tripathi

Umashankar ThakurPGDM-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 company-

many 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.

Clearly told Abraham about the Ortrax India’s work culture and their need.

Clearly told the Ortrax about working style of Abraham.

Mediate between Ortrax and Abraham through better communication each others expectation and requirements.

Recongise signs of frustration and resolve issues before they became large

Encourage Abraham through Puneet by positive strokes.

Ensure finance available to Abraham by using his influence as country head of the company.

Speed up the process initiated by Abraham. Should have persuaded all through negotiation and

communication.

Before appointing Abraham should have clear and concrete plan already approved from international parent.

After appointment a team under the leadership of Abraham should have been constituted so as to avoid the Abraham’s label of outsider.

Abraham should have been told about all the constraints in restructuring.

Abraham should have been given the time frame to execute the restructuring plan.

Should have briefed and convinced all the regional heads and management with Abrahams Plan.

Thanks