Modern Foods Industries Limited, India
Modern Foods Industries Limited has been experiencing changes in its management since its inception in 1965. From government-owned to being managed by HUL company and then by Everstones Capital Limited implies that Modern Foods Industries has been experiencing a lot of issues. Mr. Balaji became the Managing Director of the company when Everstones Ltd bought it and it is worth to claim that he has been experiencing several challenges.
The first challenge would be attracting and retaining clients based on the acceptable market products (Jian & Fairhurst, 2017). Mr. Balaji has to be updated with the latest products in the market otherwise, Modern Foods would be selling foods that do not meet the consumers’ tastes and preferences. The other issue is reviving the company and facilitating growth. Based on the case study of Modern Foods, the change of management and buyouts imply that it has not been performing well in the market. Since its establishment in 1995, Modern Foods has been defuncted for five years since 1995 and then from 2002 to 2015. This implies that the company has failed to grow because of the challenges it is experiencing.
Another problem is to restructure Modern Foods and developing a working culture that is progressive and healthy (Jian & Fairhurst, 2017). Different bodies have managed modern Foods over the years and each has tried its best to ensure good productivity and conducive environment for work. However, the aspect of the company becoming non-operative in the past suggest that restructuring Modern Foods is a major problem for the management.
It is necessary for Mr. Balaji to practice democratic leadership style while managing Modern Foods. Being a democratic leader, Mr. Balaji will employ shared and participative styles whereby the workers are capable of engaging in the process of making decisions (Bolman & Deal, 2017). Modern Foods has been experiencing difficulties in operation which implies that giving every employee the chance to present their ideas would present something that would ensure effective performance. As a democratic leader, he can motivate employees and inspire them to work as a team such that they can be effective in all tasks. In this way, the workers will aim towards attaining the goals of the firm.
To ensure Modern Foods is revived and in the right track, Mr. Balaji has to establish friendly working environment whereby he interacts with the staff and ask which areas have problems so that immediate remedies can be set (Jian & Fairhurst, 2017). Balaji has to create a working culture whereby he leads by example through instructing and demonstrating how operations will be conducted in plant units. It is also necessary for the management to reward any achievement to act as a way of motivating all employees who would work efficiently for the benefit of Modern Foods. In case of problems, Mr. Balaji has to be in a position to identify it as soon as possible through the assistance from employees so that they sit together and discuss what measures to be taken (Bolman & Deal, 2017). Mr. Balaji will make the final decision, but it has to favor both the employees and the organization as a whole.
There are several stakeholders that Mr. Balaji will be negotiating with based on matters of the company. First of all, Mr. Balaji will be interacting with the employees on a daily basis. Employees are crucial assets for Modern Foods and without them, the company will be non-operative. He will discuss with the employees on work matters such as wages, rewards, work schedule and duties while keeping in mind their interests (Jian & Fairhurst, 2017). Also, negotiations with the government will be evident. This will involve the aspect of taxation, issuing of a business license, financial reports and legalities. Investors will also be involved in the negotiation as Modern Foods. Mr. Balaji will need to identify potential investors that are willing to use their capital for the success of the company and also obtain returns on investment. The community is another stakeholder and the discussions will involve environmental protection, employment, shares and involvement (Bolman & Deal, 2017).
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
Jian, G., & Fairhurst, G. T. (2017). Leadership in organizations. The international encyclopedia of organizational communication, 1-20.