06-10-2012, 12:10 PM
Samuel Drugs
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1. What is the problem that Dr Amita Joshi is facing?
This case describes the successful journey of Dr Amita Joshi* Head of a medium-size Indian
pharmaceuticals organisation, Samuel Drugs*, which was facing serious performance problems.
She realised that the organisation had strong manufacturing capability; however, it lacked
marketing excellence and needed someone who could take on the onus of making the company marketing-oriented.
2. What caused the conflict in the organization? Mention only two factors that caused the conflict.
Dr Joshi selected, out-of-turn, Rajesh Mishra, General Manager (Sales) and promoted him as
Director (Marketing). He proved to be an excellent choice and performed very well in his new role. Samuel Drugs had three subsidiaries and one of them, Eastern Pharmaceuticals Limited(EPL), required a Managing Director. Rajesh Mishra was selected as the Managing Director of the EPL. He also continued to perform his previous role of Director (Marketing).
Soon, conflict ensued between Dr Amita Joshi and Rajesh Mishra. This case reveals the
important roles of communication, co-ordination, multiple and diverse stakeholders and
organisational conflict in determining organisational effectiveness. This case also highlights the point that managers needs to tackle both formal and informal aspects of an organisation, rational and social sides of organisational life, and changing dynamics of relationships and networks.