The leaders of the India Design Center uses 360-degree feedback to develop their team skills. Now three new executives to join their management team, and Ashok Kumar, director of the Center must decide how to integrate new managers in a way that maintains the team newfound confidence and camaraderie. Describes the managerial activities, including engineering, human resources, finances and responsibilities to make a diagnosis, how the manager can benefit from the work … Read more »

The leaders of the India Design Center uses 360-degree feedback to develop their team skills. Now three new executives to join their management team, and Ashok Kumar, director of the Center must decide how to integrate new managers in a way that maintains the team newfound confidence and camaraderie. Describes the managerial activities, including engineering, human resources, finances and responsibilities to make a diagnosis, how the manager can benefit from the cooperation as a team. Also takes the challenges these managers face as they work with their bosses and colleagues at the company headquarters in California, which is 13.5 time zones away. The team is one that probably could benefit from better cross-functional coordination and communication in relation to their common relationship with the company headquarters in California.
«Hide

from
Jeffrey T. Polzer,
Liz type
Source: Harvard Business School
20 pages.
Release Date: 02 February 2004. Prod #: 404102-PDF-ENG
National Semiconductor India Design Center HBR case solution

[related_post themes="flat"]