Instructions

Read the following scenario and answer the THREE questions that follow.

MultiKrack, one of the oldest FMCG companies in Eastern India, was run by the Malhotras, a traditional business family, for generations. The organization believed that key positions should be held only by family members and close friends.

But, as the organization grew in size, the top management decided to bring in fresh thinking and fill key positions from premier management institutions. The need for such a decision was also brought upon by changes in consumer preferences, which the top management felt could be best handled by recruiting premier talent from the younger generation (Gen Z).

MultiKrack drew the best talent, from premier management institutions, by offering highly attractive salaries. The first batch of Gen Z management trainees joined MultiKrack. Anindita was one of the seven management trainees recruited. She reported to Uday, a senior manager, who directly reported to the top management.

Question 30

Anindita was passionate about bringing a change in her organization. Thus, she went thoroughly prepared for every meeting. However, she soon realized that her ideas were not taken up for discussions during meetings. She often felt looked down upon by Uday who dismissed her suggestions without even hearing them out. When she discussed her experience with other management trainees from other departments, she came to know that this was a common practice across MultiKrack. They wanted to do something about it; however, they were clueless about the course of action, since their seniors did not seem to be interested in listening to them.

Which of the following actions by the management trainees will be MOST effective in improving the treatment of Gen Z at MultiKrack?

Solution

The problem at MultiKrack appears to be widespread, as management trainees across departments face similar treatment from their seniors. Since this behaviour is affecting their morale and preventing them from contributing effectively, the most effective course of action is to approach the top management and explain the issue. Option B is the correct answer, as the top management initiated the recruitment of young talent to bring fresh perspectives into the organization and is therefore best positioned to address the gap between this objective and the seniors’ behaviour. Presenting the problem constructively can help the management recognize its impact and take appropriate steps to foster a more inclusive work environment.

Option A is inadequate because proving themselves professionally and waiting for attitudes to change does not directly address the existing problem. Option C may help create mutual understanding, but informal discussions with selected seniors are unlikely to resolve a practice that is prevalent across the organization. Option D may provide emotional support, but it does not address the underlying issue or bring about organizational change. Option E could lead to interpersonal conflicts and inconsistent responses without resolving the systemic nature of the problem.

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