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Case Study 2

George, the VP, publicly criticized Satish, a new deputy manager, for being unprepared in a meeting. Later, George realized his mistake in not remembering that Satish was new to the role. George apologized to Satish for his actions. He reassured Satish of his confidence in his abilities and gave him three months to learn the nuances of his new product role.

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75 views3 pages

Case Study 2

George, the VP, publicly criticized Satish, a new deputy manager, for being unprepared in a meeting. Later, George realized his mistake in not remembering that Satish was new to the role. George apologized to Satish for his actions. He reassured Satish of his confidence in his abilities and gave him three months to learn the nuances of his new product role.

Uploaded by

Balaji S
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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HUMAN RESOUCE MANAGEMENT CASE STUDY

Introduction About the case:


Satish was a Sales Manager for Industrial Products Company in City branch. A
week ago, he was promoted and shifted to Head Office as Deputy Manager -
Product Management for a division of products which he was not very familiar
with. Three days ago, the company VP - Mr. George, convened a meeting of all
Product Managers. Satish's new boss (Product Manager Ketan) was not able to
attend due to some other preoccupation. Hence, the Marketing Director, Preet -
asked Satish to attend the meeting as this would give him an exposure into his
new role.
At the beginning of the meeting, Preet introduced Satish very briefly to the VP.
The meeting started with an address from the VP and soon it got into a series of
questions from him to every Product Manager. George, of course, was pretty
thorough with every single product of the company and he was known to be
pushy and a blunt veteran in the field. Most of the Product Managers were very
clear of George's ways of working and had thoroughly prepared for the meeting
and were giving to the point answers. George then started with Satish. Satish
being new to the product, was quite confused and fared miserably.
Preet immediately understood that George had possibly failed to remember that
Satish was new to the job. He thought of interrupting George's questioning and
giving a discrete reminder that Satish was new. But by that time, George who
was pretty upset with the lack of preparation by Satish made a public statement
"Gentlemen, you are witnessing here an example of sloppy work and this can't
be excused".
Now Preet was in two minds - should he interrupt George and tell him that
Satish is new in that position OR should he wait till the end of the meeting and
tell George privately. Preet chose the second option.
Satish was visibly angry at the treatment meted out by George but he also chose
to keep mum. George quickly closed the meeting saying that he found in
general, lack of planning in the department and asked Preet to stay back in the
room for further discussions.
Before Preet could give any explanation on Satish, George asked him "Tell me
openly, Preet, was I too rough with that boy?" Preet said "Yes, you were. In
fact, I was about to remind you that Satish is new to the job". George explained

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that the fact that Satish was new to the job didn't quite register with him during
the meeting. George admitted that he had made a mistake and asked his
secretary to get Satish report to the room immediately. A perplexed and uneasy
Satish reported to George's room after few minutes.
George looking Satish straight into his eyes said "I have done something which
I should have never even thought of and I want to apologise to you. It is my
mistake that I did not recollect that you were new to the job when I was
questioning you". Satish was left speechless.
George continued "I would like to state few things clearly to you. Your job is to
make sure that people like me and your bosses do not make stupid decisions.
We have good confidence in your abilities and that is why we have brought you
to the Head Office. For everybody, time is required for learning. I will expect
you to know all the nuances of your product in three months time. Until then
you have my complete confidence". George closed the conversation with a big
reassuring handshake with Satish.
Questions:
1. Was it at all necessary for George to apologise to such a junior employee like
Satish?
2. If you were in Satish's place, how would you to respond to George's
apology?
3. Was George correct in saying that Satish is there to correct the "stupid
mistake" of his boss and George?
4. Would you employ George in your company?
5. Did Preet make a mistake by not intervening during the meeting and correct
George's misconception about Satish?
6. As an HR man, how would you define the character of George - bullying but
later regretting? Does his attitude need to be corrected?
7. Would you be happy to have George/Preet as your boss?
Possible solutions:
1. Yes, it was necessary for George to apologise to Satish. Even though Satish is
new to the Head Office and is much junior to George, in order to keep up the

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morale of Satish, George should apologise. This will not only reassure Satish's
attachment towards the company but also motivate him in learning things faster.
2. If I were in Satish's place, I would thank George and promise him to learn
things well within the given time.
3. The word 'stupid mistake' creates confusion. George only meant that Satish
should not make the top-authorities feel that they have made a wrong decision
by promoting Satish. What George wanted was Satish's support. Hence, the
bosses expect Satish to work according to the policy (both written and
unwritten) of the company.
4. Yes, I would employ George in my company. The ability of one to realise his
mistake is truly appreciable especially if he is in a much senior position.
5. Not really. It was alright for Preet to remain quiet during George's talk. But
he made it a point to remind him after the meeting.
6. George is a natural task-oriented leader. He becomes people - oriented only
when stimulated. When he is into a task he does it with full dedication. He is a
trustworthy person. He has to enhance his soft-skills by making himself an
equally task-oriented and people-oriented leader.
7. Yes, I would be happy to have George or Preet as my boss. A general
comment: Satish's boss should have familiarised Satish with the formalities of
the meeting with George.
Conclusion:
When a person goes up in a career ladder, he has to have an overall view of the
people and the processes. He has to understand that it is people who do the
processes. He has to understand the importance of HR Management. At the
same time, he should be uncompromising in the processes and quality. This
would make a leader a class apart.

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