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Navigating the Challenges of Middle Management Employees at Würth Elektronik India
Nanda Kishore Shetty, Gandhi L and Priyadarshini N C
SDM Institute for Management Development (SDMIMD), Mysore, Karnataka, India
Volume 18: 2025, pp. 201-222; ABSTRACT
The efforts of Ravichandra Bekal, the recently appointed Chief Human Resources Officer
at Würth Elektronik India, are examined in this case study. He aimed to address the diminished
creativity and complacency of the 18 department heads of the company. To encourage more
flexibility and increased creativity, Bekal proposed a pilot program that emphasised job enrichment
and job rotation. The company partnered with SDM Institute for Management Development
(SDMIMD), Mysore, India after Bekal convinced Harsha Adya, the Managing Director, that outside
assistance was necessary. To address the needs of the managers, the school developed the Corporate
Management Development Program (CMDP), which covered topics such as leadership, teamwork,
technology use, change management, and sustainable performance. After the program was run, a
thorough feedback process was put in place to evaluate its impact. This process included both
individual interviews and self-assessments. This case demonstrates the achievements and
difficulties encountered in a systematic development program to enhance managerial efficacy and
promote organisational expansion in an Indian subsidiary electronics company.
Keywords: corporate management development program, behavioral dynamics, job rotation, job
enrichment, change management, motivation, leadership.
