Leadership and Change Management: a Case Study of Pemancar
ASIAN CASE RESEARCH JOURNAL, VOL. 16, ISSUE 1, 115–132 (2012)
ACrj
This case was prepared by Dr. Zarifah Abdullah of Universiti Utara Malaysia and Dr. A. K. Siti-Nabiha of Universiti Sains Malaysia as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative or business situation. Please address all correspondence to Dr. A. K. Siti-Nabiha, Graduate School of Business, Universiti Sains Malaysia, 11800 Penang, Malaysia. E-mail: nabiha@usm.my
Asian Case Res. J. 2012.16:115-132. Downloaded from www.worldscientific.com by 60.50.234.3 on 07/30/13. For personal use only.
Leadership and Change Management: A Case Study of Pemancar
Mr. Danial Tareqa, the new plant manager was walking through the factory floor during his daily rounds in Pemancarb, a production plant located in Peninsular Malaysia. This is his first week on the job. Pemancar’s parent company, Nova Europe International Corporation (Nova), was not happy that Pemancar had not consistently achieved the production targets set by them. The previous plant manager, Mr. Adam was held to task for the non-achievement of the set targets. He was demoted and asked to head another small subsidiary a few months earlier. Before Danial was brought in, Pemancar was temporarily managed by managers brought in from Nova. Danial heard that Adam, the previous plant manager, who had been working at Pemancar for nearly twenty years, might probably be laid off later. He keeps thinking of the situation in Pemancar and the changes he is going to make to ensure that the production targets are met and the cost contained. After walking through the factory floor, Danial took the stairs to the administrative office of Pemancar. Although it was nearly seven in the evening, there were still staff working at their desk. He needed to talk to the head of finance regarding the issues and problems faced in the factory. On his way to the office of the head of finance, he saw that one of the
ACrj
This case was prepared by Dr. Zarifah Abdullah of Universiti Utara Malaysia and Dr. A. K. Siti-Nabiha of Universiti Sains Malaysia as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative or business situation. Please address all correspondence to Dr. A. K. Siti-Nabiha, Graduate School of Business, Universiti Sains Malaysia, 11800 Penang, Malaysia. E-mail: nabiha@usm.my
Asian Case Res. J. 2012.16:115-132. Downloaded from www.worldscientific.com by 60.50.234.3 on 07/30/13. For personal use only.
Leadership and Change Management: A Case Study of Pemancar
Mr. Danial Tareqa, the new plant manager was walking through the factory floor during his daily rounds in Pemancarb, a production plant located in Peninsular Malaysia. This is his first week on the job. Pemancar’s parent company, Nova Europe International Corporation (Nova), was not happy that Pemancar had not consistently achieved the production targets set by them. The previous plant manager, Mr. Adam was held to task for the non-achievement of the set targets. He was demoted and asked to head another small subsidiary a few months earlier. Before Danial was brought in, Pemancar was temporarily managed by managers brought in from Nova. Danial heard that Adam, the previous plant manager, who had been working at Pemancar for nearly twenty years, might probably be laid off later. He keeps thinking of the situation in Pemancar and the changes he is going to make to ensure that the production targets are met and the cost contained. After walking through the factory floor, Danial took the stairs to the administrative office of Pemancar. Although it was nearly seven in the evening, there were still staff working at their desk. He needed to talk to the head of finance regarding the issues and problems faced in the factory. On his way to the office of the head of finance, he saw that one of the