Facts of the Case

• Nippon Food Limited, a multinational corporation dealing in

consumer food products, started its operation in India from 1965.

• The initial growth of the company was very slow because of limited
market size in India for ready food items.

• The products of the company have enjoyed very good reputation in

the market from the day of its inception.

• Company launched many new products in last three years and

according to a survey the feedback had been excellent.

• The organisational set up of the company in India consist of

marketing director at corporate level and four Zonal managers
marketing, each in charge of east, west, north, south zone
independently.

• Mr. Tambuwalla joined the company in 1982 as a management

trainee, marketing and after completion of two years of rigorous
management training in four offices; he was placed in Bombay
Zonal Office as marketing officer and has been recognised as an
outstanding officer.

• The immediate boss of Mr. Tambuwalla is Mr. S.K Singh, who is in

the grade of branch manager placed at Zonal office, Bombay.

• Mr. Lakhani, the Zonal Manager, marketing in charge of Bombay has

developed fancy fro Mr. Tambuwalla being smart, energetic and
dynamic in his approach to work.

• During some of the trips to outstation which were jointly undertaken

by Mr. Singh and Mr. Tambuwalla, Mr Singh, observed that Mr.
Tambuwalla has started taking his work lightly and had developed a
tendency to overcharge his expense on such company tours.
Keeping in mind, Mr. Tambuwalla’s excellent performance, Mr. Singh
has been avoiding it.

• Mr. Singh has to fill Appraisal Report of Mr. Tambuwalla as per the
new format. Mr. Singh has been giving excellent reports but this
time he has not given excellent report to him and also made certain
adverse remarks about his integrity and honesty.
 • Mr. Tambuwalla is due for promotion and appraisal report is very
important for him as his promotion is depends on it.

Questions

1. How would you argue your case if you were in the position of Mr. Tambuwalla?

Ans) Mr Tambuwalla, being new to the company is doing well by building long
term relations with clients and trying to know his clients better. It is only good
for the company to keep social and unprofessional contacts with the client; it
might help making the clients permanent.

2. What is your analysis of the problem and what are your suggestions for
resolving the same?

Ans) There is a clear lack of communication between Mr. Tambuwala and Mr.
Singh. Mr. Lakhani should try to check as what S.K Singh is holding about Mr.
Tambuwala is only on a perception or reality. Mr. Singh should confront Mr.
Tambuwala and solve the over charging issue.

3. What should be the role of Mr. Lakhani as a receiving authority while

countersigning the Appraisal Report of Mr. Tambuwalla for the year 1988?

Ans) . Mr. Lakhani should take a strategic decision for expenses by making rules
to avoid this problem. He should also check if there is a communication problem
between Mr. Singh and Mr. Tambuwala, because from the case it appears that
Mr. Singh has never confronted Tambuwala if he is really over charging the
company for the expenses. But, he is holding this feeling inside only without
communicating to his subordinate. This can always make a subordinate to feel
that whatever he is doing is right and there is nothing wrong in over spending.

4. Do you agree with the approach taken by Mr. Singh, and if not, why?

Ans.) It is important to understand as to the managerial style of Mr. Singh of

working in the organisation. He does not have any professional background of
managing business but his only strong area is that he has associated with the
company with last so many years. He seems to have learned things by sheer
observations, experience sharing of others or hit and trial method.

Now in view of the communication gap which Mr. Singh somehow creates due to
his lack of understanding/ignorance of his consequences makes his action look
wrong. Technically, one or two incidents in isolation is okay but, not taking any
action on any deviation is like encouraging your subordinates to make them feel
what they do is okay and there is nothing wrong with it. It also appears that Mr.
Singh is not strategic in his thinking but is a defensive manager who reacts only
at the last moments when the problem develops into a crisis. So, in my opinion
Mr. Singh needs exposure in strategy communication and as well art of dealing
with the subordinate. On the phase of it, Mr. Singh appears to be wrong but, its
important to understand his background and the circumstances. He has loyalty
and sincerity for the company but he lacks application of mind to find solutions.