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CASE : FEATHER TOUCH LTD.
The day was bright and sunny. Under normal circumstances, Achyut Patwardhan, 45, managing director, Feather touch Ltd. (Feather touch), would have bounded up the stairs two-at-a-time to his office on the second floor. But today, he waited his turn near the elevator, mush to the surprise of the liftman. But then, the circumstances facing Patwardhan were hardly normal two important developments had taken place over the past fortnight. First, Feather touch was on the verge of a takeover by a transnational firm. The had forced Patwardhan into a reassessment of his role in the context of a charged, and somewhat uncertain, situation wherein everyone at the company looked up to him for leadership and guidance. Second, he had been approached by a headhunter with an extremely attractive job offer which was causing moments of indecision for Patwardhan at a rather personal level. "There was a call for you from a Mr. Vicky a few minutes ago," said his secretary, as the followed Patwardhan into his cabin carrying the day`s mail. "He did not identify himself nor did he explain what it was about. But he did say that you would know. He will call back in half an hour." "The headhunter", muttered Patwardhan to himself even as he took a deep breath to ease the tension that was building deep within him.
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QUESTIONS
The telephone rang. "It`s all set," said Kumar. "Once you take the flight to Frankfurt, the job is your." What should Patwardhan do? Stay with the Indian company that he had helped build, which was being taken over by a transnational? Or join another transnational to build an export-Iriented organisation from scratch? Which culture was likely to suit Patwardhan better?
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