Wolfgang Keller at Konigsbrau-Krayina

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Wolfgang Keller at Konigsbrau-Krayina”

Introduction
Wolfgang Keller, managing director of Konigsbrau-Krayina, the Ukrainian subsidiary of the German beer company Konigsbrau, faces a complicated managerial dilemma. His subordinate, Bohdan Khmelnytsky, is a talented and experienced commercial director who is not meeting his goals appropriately. Keller is an action-oriented manager who likes to use a hands-on approach when dealing with problems. He has the potential to be a great leader as evidence by his drive and people skills. But his lack of experience running a multinational company gives him difficulty in dealing with one of his directors with a different management style. Khmelnytsky’s introvert and highly formal personality had
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The current performance management system is ineffective since there are no frequent interviews (once a year is not enough) and quantitative goal settings (only qualitative goals, which are too subjective and therefore source of many conflicts). The steps to be taken which were listed in the explanatory letter to Khmelnytsky were in our opinion too wide and too general. The feedback should have rather been concrete, very precise and action-oriented. Furthermore, your social perceptiveness seems to be very low. You should try to be more open in accepting cultural differences.

3. What actions should Keller take upon returning to Kyiv with regard to Khmelnytsky’s performance? (A letter to Keller)
Dear Mr. Keller,
First of all thank you very much for your trust in our company’s professionalism and experience in counselling. It is our honour to provide you impartial and objective leadership advice for solving your special managerial dilemma.
After a comprehensive analysis of the issue please allow us to be very straightforward. Based on our observations we would like to make the following recommendations to you:

1. Empowerment. Trust the experienced and talented Mr. Khmelnitsky for at least a trial period and let him do his job completely alone. Give him full responsibility and try to get away from getting involved in his daily business. 2. Communication. Improve your communication with Mr. Khmelnytsky. A much

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