EssaysForStudent.com - Free Essays, Term Papers & Book Notes
Search

Mr. Jim Notrika for Gnc’s First Glabal Software Center in Mumbai

Page 1 of 5

Executive Summary

The case deals with the dilema faced by Mr. Jim Notrika for GNC’s first glabal software center in Mumbai. He was managing a team, one from Boston and other from Mumbai. The conflicts among the teams were causing a delay in the  completion of the project and incresing the attrition rate.In order to solve the issue we have sugested a number of options which can poosibly be a solutions to the problem. The criterias for evaluations that we have used to evaluate the options are based on Time, Cost,Notrika’s and GNC’s reputation as well as the time-zone difference existing. The best option that we recommend for Notrika to go forward is having video conferences for both the teams at the beginning of week and suggest the plan of action for each team.

Relevant Facts

  • GNC with its headquarters in Boston, decided to invest in India and establish a global software centre in Mumbai.
  • Notrika’s (software centre manager) first set of decision was about how to coordinate the workflow between Mumbai and Boston.
  • Boston office interfaced with customers and Mumbai’s office designed and developed the software, as software engineers in India were far more qualified than those in Boston.
  • Clients wanted to be heavily involved in the products.
  • Some sort of rift developed between both the teams. Boston office accused Mumbai office of lagging behind schedule.
  • Three of most skilled Mumbai engineers quit.
  • Mumbai office complained that Notrika needs to take charge of the team, they accused U.S group of telling them to “work harder” and constantly creating new active requests. They also complained about the work style differences between Mumbai office and Boston office.

Problem Statement

              The employees of both the offices have issues with each other but none of them approach Nortika. This has led to delay in the project in hand which is due for submission in two weeks.

Options

  • Mr. Notrika should take charge by asking the US team to set more realistic deadlines
  • Mr. Notrika should explain to the Mumbai team that they have no option but to stick to the deadlines set by the US team
  • Get in touch with employees who left and bring them back for the project
  • Recruit new employees to complete the project in time
  • Deploy representatives from the Mumbai team to the Boston office
  • Have weekly video/ audio conference with both Mumbai and Boston teams to bring the team on common footing
  • Mr Notrika should make trips to Mumbai office every 4-6 months to have personal interaction with the team and inculcate a sense of belonging in them
  • Elect a representative from Mumbai office to have frequent update meetings

Sr. No.

Options

Pros

Cons

1

Mr. Notrika should take charge by asking the US team to set more realistic deadlines

  • Results obtained can be more substantial due to deadlines will be set as per teams requirements
  • Time zone problem will be taken into account now as both team can understand each other’s situation
  • This could lead to customers’s  being not satisfied and impact their reputation

2

Mr. Notrika should explain to the Mumbai team that they have no option but to stick to the deadlines set by the US team

  • They could meet all deadlines and thus Notrika’s reputation will increase
  • Customer satisfaction will be high this case

  • High dissatisfaction among team back in India and employee turnover can increase
  • Not completing of projects would increase cost
  • Reputation could be hurt as not an employee friendly firm

3

Get in touch with employees who left and bring them back for the project

  • Build reputation as employee friendly and Notrika’s reputation as good manager
  • Increase for trust in Mumbai office for Notrika
  • Better team would lead to better results
  • Discontent among Boston Team could still prevail
  • We could still not comment about deadlines met or cost efficiency

4

Recruit new employees to complete the project in time

  • Better workforce will lead to completion of all projects on time
  • Friction between both offices is yet to be resolved

5

Deploy representatives from the Mumbai team to the Boston office

  • Could understand the troubles of Boston office and reason for such short deadlines given
  • Will reduce friction
  • Displacement cost can be high and willingness of Mumbai office people is not known

6

Have weekly video/ audio conference with both Mumbai and Boston teams to bring the team on common footing

  • Results obtained can be more substantial as deadlines will be set as per teams requirements
  • Time zone problem will be taken into account now as both team can understand each other’s situation
  • Increased customer satisfaction as both offices will be able to work in coherence
  • Increase Notrika’s reputation as manager
  • Can lead to barriers if both teams are not yet willing to compromise on time for meeting etc.

7

Mr Notrika should make trips to Mumbai office every 4-6 months to have personal interaction with the team and inculcate a sense of belonging in them

  • Will help him understand the Mumbai office problem in a better way

  • Conflict resolution might yet go unanswered

8

Elect a representative from Mumbai office to have frequent update meetings

  • Boston team could have real hands on data about progress of project
  • Will resolve communication gap between both the firms
  • Both the offices might yet not be able to understand issues like cultural dissonance

Criteria for Evaluation

Download as (for upgraded members)  txt (6.6 Kb)   pdf (143 Kb)   docx (12.3 Kb)  
Continue for 4 more pages »
Read full document Save