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Wolfgang Keller, Case Study Example

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Case Study

Top management positions are prestigious; thus, they form careers that everyone would wish to become in some esteemed organization. However, the challenges associated with these positions are so enormous such that one could just step down if subjected to them. While a manager would strive to perform best, his /her efforts sidelined and ignored. Wolfgang Keller, a German, and the managing director of Kongisbrau- TAK (Ukraine subsidiary) is an example of such a manager, whose few weaknesses spoken loud to cover his marvelous deeds. This paper analyses Kongisbrau- TAK a German based brewer of premium beer. It focuses on analyzing the external environmental factors; economical, cultural, and industrial factors affecting the company, and analyses the internal firm environment industrial strategies associated with it.

Analysis of the external environment – economic, cultural, political factors

The principal external environmental factor affecting Kongisbrau- TAK is the cultural factor.  Wolfgang Keller, for example is managing director caught between two cultures, the orderly directness of the German style and the Ukraine culture. His efforts to raise the performance of Kongisbrau TAK accompanied with complaints from his co-manager, Antonov. Dmitri Brodsky, who is another leading director of Konigsbrau has various downfalls in his position at Konigsbrau TAK, despite his vast experience and maturity. Keller has issues and questions Brodsky’s skills in his management style. Brodsky’s performance is far mush below expectations. Despite his efforts, Keller performance review questioned, and thus, he receives a letter from his boss Hanspeter Haussler, warning him of his working relationships.  The fact that he is not a Ukrainian defeats him in the struggle with Mr. Antonov, as Haussler believes Antonov knows better on what to do than Keller who is a German.  Again, the fact that he is younger than Antonov and Brodsky denies him the opportunity to overrule their deeds in the organization and instead keep them informed of his activities. The Ukraine culture has it that the elderly knows better on what to do, and are experienced as compared to the younger generation.

The economic factors well presented in the company, where Kelly reportedly to have contributed widely in the financial position of the Kongisbrau- TAK. A Subsidiary in Ukraine had serious economic difficulties and two years down the line Keller turns the subsidiary around and revives it. His vast experience made him join Kongisbrau- TAK as a managing director. His efforts increased the revenues highly from its earlier loses of 2.9 million pounds annually before he joined them. His efforts in changing the marketing strategy, restructuring the sales force, and hiring a new top management team raised the revenues to 145 million pounds per annum. This went further and the company acquired a fourth brewery in Odessa. His potentiality well spoken of and some people even dreamt of him being the firm’s Vorstand (collective Chief executive officer).

Politics arise in the company when Haussler, (Keller’s boss) insists that Keller takes a break. This is indirect politics where Keller returns to the office to find things totally changed. It is at this point that chaos begins. In the first place, Keller accused of having inappropriate relationships with co-workers. His transfer to his current place of work resulted from difficulties with working with Antonov. Despite efforts by Keller to the continued strengthened relationships between the company’s sales force and distributor, Kelly accused of being an unsuitable relationship personnel. He has a sour relationship with Brodsky upon his performance, but he is not to question the elderly. Keller sadly receives a letter from Haussler highlighting their discussions on his personal development as Kongisbrau- TAK manager. His managerial roles questioned and Haussler mentions that Kongisbrau- TAK is a bigger company than those he had managed before. Keller accused of not believing in teamwork as he delegates most of responsibilities to himself. In reality, this is indirect politics, as Haussler feels insecure of the competence of Keller. He takes advantage of his absence to have a forum to discuss Keller’s ingenuity downfalls.

Internal firm environment

The internal firm environment favors the Ukrainians. Keller finds difficulties as a managing director more because of his nationality. Kelly accused of interfering with in line responsibilities. In actual sense, this was necessary as many activities called for change at the beginning for the better. The fact that he had managed smaller companies earlier raises an issue in his managerial position, yet in the real sense, he revived Kongisbrau- TAK that was foregoing loses by the time he arrived. The safety of competitive personnel is at risk as the heads feels a sense of insecurity of the possibility of overtaking their positions. On the other hand, the Brodsky escapes untouched despite his low performance. Kelley thinks of either firing him, or subject him to no salary increment. He thinks of helping him improve or reorganize himself around him to compensate for his performance. Kelly however chooses to write to Mr. Brodsky, explaining his strengths, weakness, consequences, and the steps to take. This presents one way that favors Brodsky, who would face dismissal if he were not a Ukrainian.

In conclusion, problems concerning competitiveness reportedly affect young professionalisms with dreams of growing big. Bosses who feel insecure advised to improve on their performances instead of making scapegoats on aspiring young professionals and shutting down their dreams.

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