Rupen Jawa was struggling to save Sletz India's partnership with Kudos Apparels. As the country head of Sletz India's subsidiary, he had to make difficult decisions and deal with the tantrums of Viraj Shah, the head of Kudos. Jawa recruited managers from other companies but most left due to problems arising from the partnership. Shah was not providing committed investments and was constantly complaining about returns. Jawa was highly focused on tasks and efficiency but did not consider employees' needs, leading to dissatisfaction.

1. Presented to:
Preeti Kaushal
Presented to:
Spinder
Parmdeep
Niteesh
Nishant

2.  Rupen Jawa was doing all he could to save Sletz India’s marriage with kudos
Apparels
 Sletz India was a subsidiary of the US based Sletz Walker, manufacturers of
the renowned Spartan brand of fashion garments.
 Kudos had been chosen as the partner after prolonged negotiations.
 Very often Rupen jawa had to make some hard decisions besides having to
pander to the tantrums of Viraj Shah
 Viraj Shah who has been an entrepeneur for 22 years, the variables did not
matter. What matters to him is Kudos and his returns
 Rupen Jawa had a lot at stake. The Local Competition was watching every
move he made, the international media was peering closely at his every
decision, and the business press was clocking of every dollar’s worth he sold.

3.  Rupen Jawa and Adil had recruited 12 managers from various
companies to start Sletz India and with the arising problems in
Sletz India, most of them had to decided to depart.
 Shah had committed investments in additional lines, upgradation
of some machines and joint investments in the retail chain, But
whenever he was asked for money, he would start calculating his
returns and gripe to jawa that sletz had gotten him to bite off
more then he could chew.
 For jawa, he could not take failure at this stage of his career.
Professionally jawa had begun to feel very driven and challenged.

4.  Rupen Jawa- Country head of Sletz India
 Jahan Adil – Head of HRD of Sletz India
 Vikas Gokhale- The Marketing manager of Sletz India
 Viraj Shah- Indian partner of Sletz India and head of
Kudos apparel
 Niharika Dewan :Retail Coordinator of Sletz India.
 Kevin Brooks : Vice President of Sletz India

6. The Managerial Grid is based on two behavioral
dimensions:
◦ Concern for People - This is the degree to which a
leader considers the needs of team members, their
interests, and areas of personal development when
deciding how best to accomplish a task
◦ Concern for Production - This is the degree to which a
leader emphasizes concrete objectives, organizational
efficiency and high productivity when deciding how
best to accomplish a task.

8.  Also called dictatorial or perish style
 The leader believes that efficiency can result only
through proper organization of work systems
which results in high output
 The employees’ needs are not taken care of and
they are simply a means to an end which leads to
dissatisfaction amongst them

9.  Rupen Jawa as the country head of Sletz India failed to
understand it’s employees. He was less people Oriented.
 Whereas, on the other hand he was clearly autocratic in terms
of task, which resulted distress among it’s employees.
 Mr.Jawa after failing twice in his earlier organization was
trying to prevent his failure this time and took some nasty
decisions.

10.  Relationship Oriented :
Rupen jawa in this case was seem to be less relationship
oriented as he had no interest in employee satisfaction.
 Task Oriented:
Rupen Jawa was clearly task oriented and the urge to save
Sletz India’s marriage with Kudos Apparels was clearly seen.
More then the employees,for Mr.Jawa the most important task
was to prevent his own failure.

12.  This case falls under situation 8
 The Leader member relationship is highly weak in this case
because of the behavior shown by the country head of the
Sletz India.
 The task structure is highly unstructured as the the goals set
by the country keeps on changing with time to time.
 The Leader is highly weak in the case, firstly because of the
rude behavior shown by Viraj shah and secondly because of
the fear of failure in the Company.

13. QUESTIONS

14. • Rupen Java is the manager in this case.
• No, he did not justify his position because of the foll. reasons:
• Employees were not satisfied under him after the tie up.
• Followed a centralized system which failed.
• Employees were leaving the organization.
• He was not able to take his own decisions and always worked
on the steps of Shah.
• Overall management was showing a down trend under him.

15. • No long term planning
• Decision making in the hands of Jawa
• Communication gap
• Cultural diff. bet Sletz & kudos
• No team work
• Restlessness & confusion among all the employees.
• Goals were changing every day

16. • No team work
• No proper responsibility given to managers
• No proper goal
• There should be proper teamwork
• Authority & responsibility should be given to
employees

17. • No authority to employees
• No involvement in company’s decision making
• The employees were accountable to Jawa for each &
every little thing.
• The goals were changing frequently

18. • They should take employees into confidence
• Decentralization
• Increase coordination among employees
• The organization should be made goal oriented.
• End their tie up with Kudos.