Common Description:
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.
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?
C
Step-by-Step Solution
Key idea: This is a systemic cultural change question. The problem is widespread ("common practice across MultiKrack") and involves a generational disconnect. The goal is to improve treatment effectively without causing organizational disruption.
Step 1: Analyze the scope. The issue is not just one manager (like P1) but a cultural norm among seniors. The trainees are clueless and seniors are uninterested.
Step 2: Evaluate Option A (Patience). "Proving themselves" puts the burden entirely on the victims. If the culture is dismissive, hard work may still be ignored. This does not solve the systemic issue.
Step 3: Evaluate Option B (Top Management Complaint). While top management recruited them, complaining about "attitude" without concrete business impact may be seen as whining. It also creates an "Us vs. Them" dynamic with seniors who hold operational power.
Step 4: Evaluate Option C (Informal Meetings with Gen X). This is the most strategic. Gen X managers often act as bridges between Traditionalists/Boomers and Millennials/Gen Z. They understand corporate hierarchy but are more adaptable. Informal dialogue builds empathy and understanding without formal confrontation. It addresses the root cause: lack of understanding of Gen Z viewpoints.
Step 5: Evaluate Option D (Support Group). This helps cope with stress but does not change the seniors' behavior. It is a palliative, not a cure.
Step 6: Evaluate Option E (Confrontation). Direct confrontation by juniors against seniors in a traditional hierarchy is likely to backfire, leading to further marginalization or retaliation.
Conclusion: Option C is the most effective because it seeks to build bridges and educate seniors through peer-level (or near-peer) influence, which is less threatening and more persuasive than top-down mandates or bottom-up complaints.
Answer: C