Mr. Jim Notrika for Gnc’s First Glabal Software Center in Mumbai – Case Study – SANKAR DAS
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Mr. Jim Notrika for Gnc’s First Glabal Software Center in Mumbai
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 FactsGNC 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.OptionsMr. Notrika should take charge by asking the US team to set more realistic deadlinesMr. Notrika should explain to the Mumbai team that they have no option but to stick to the deadlines set by the US teamGet in touch with employees who left and bring them back for the projectRecruit new employees to complete the project in timeDeploy representatives from the Mumbai team to the Boston officeHave weekly video/ audio conference with both Mumbai and Boston teams to bring the team on common footingMr 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 themElect a representative from Mumbai office to have frequent update meetings Sr. No.OptionsProsCons1Mr. Notrika should take charge by asking the US team to set more realistic deadlinesResults obtained can be more substantial due to deadlines will be set as per teams requirementsTime zone problem will be taken into account now as both team can understand each other’s situationThis could lead to customers’s  being not satisfied and impact their reputation2Mr. Notrika should explain to the Mumbai team that they have no option but to stick to the deadlines set by the US teamThey could meet all deadlines and thus Notrika’s reputation will increaseCustomer satisfaction will be high this caseHigh dissatisfaction among team back in India and employee turnover can increaseNot completing of projects would increase costReputation could be hurt as not an employee friendly firm3Get in touch with employees who left and bring them back for the projectBuild reputation as employee friendly and Notrika’s reputation as good managerIncrease for trust in Mumbai office for NotrikaBetter team would lead to better resultsDiscontent among Boston Team could still prevailWe could still not comment about deadlines met or cost efficiency4Recruit new employees to complete the project in timeBetter workforce will lead to completion of all projects on timeFriction between both offices is yet to be resolved5Deploy representatives from the Mumbai team to the Boston officeCould understand the troubles of Boston office and reason for such short deadlines givenWill reduce frictionDisplacement cost can be high and willingness of Mumbai office people is not known6Have weekly video/ audio conference with both Mumbai and Boston teams to bring the team on common footingResults obtained can be more substantial as deadlines will be set as per teams requirementsTime zone problem will be taken into account now as both team can understand each other’s situationIncreased customer satisfaction as both offices will be able to work in coherenceIncrease Notrika’s reputation as managerCan lead to barriers if both teams are not yet willing to compromise on time for meeting etc.7Mr 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 themWill help him understand the Mumbai office problem in a better wayConflict resolution might yet go unanswered8Elect a representative from Mumbai office to have frequent update meetings Boston team could have real hands on data about progress of projectWill resolve communication gap between both the firmsBoth the offices might yet not be able to understand issues like cultural dissonanceCriteria for Evaluation
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By: SANKAR DAS
Submitted: October 27, 2016
Essay Length: 1,051 Words / 5 Pages
Paper type: Case Study Views: 628
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