Analyse the following situation and answer the questions given below:

Manav Desai had recently been appointed as Chief of Operations at the Nashik

branch of Syntech Pvt Ltd, a mid-sized company manufacturing power tools.

Nineteen years back, after getting a diploma from an institute of engineering

technology, Manav had joined a family run manufacturing unit of turbo engines

in Pune. He had grown with the company, learning and developing skills, even as

he moved from the shop floor supervisory position to a managerial role. After a

short stint in a similar organisation, he had joined Syntech.

This transfer to Nashik had given him cause for satisfaction. Now at 41 years of

age he felt he had finally the autonomy to bring about some much-needed

improvements in operating procedures. The Nashik unit had a twelve-member

team reporting to him directly. He observed that they were a cohesive group,

completely dominated by Karan Rai, a young mechanical engineer from IIT

Roorkee. Karan had joined the company a couple of years back and had made his

presence felt. He had leadership qualities, and expressed strong viewpoints on

most matters. The rest of the group looked up to him, impressed by his knowledge

and qualifications.

Soon after joining, Manav had conducted a thorough assessment of the current

operating procedures. He had immediately identified ways in which the process

could be streamlined and made more efficient. Without wasting time, he had
directed the team to make the desired changes in the procedure. Those changes

had proven superior in his previous workplaces. Shortly after giving the directive,

he noticed team members talking in a group, with Karan as the obvious leader.

Half an hour later Karan knocked on his office door and entered. His face was set

in its habitual expression of confidence and purposefulness. “We’ve thought it

over,” he said, “Your procedural change won’t work.”

a) Explain what is happening and why.

b) How should Manav handle this situation?