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Behavioral Characters : Case Study
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Chrm Message From: Colin Max Total Posts: 12 Join Date: 01/02/2007
Rank: Executive Post Date: 01/02/2007 01:38:19 Points: 60 Location: United States

Dear chrm'ites,

I'm herewith sharing a case study which is relavent too very much with the situations prevalent in almost every other organization where, communication errors create blunders and the after effects keep coming...

Satish was a Sales Manager for Industrial Products Co in City branch. A week ago, he was promoted and shifted to HO as Deputy Manager - Product Management for a division of products which he was not very familiar with. 3 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 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 remider that Satish was new. But by that time, George who was pretty upset with 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 that the fact that Satish was new to the job didn't quite register with him duing the meeting. George admitted that he had made a mistake and asked his secretary to get Satsih 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."

Satsih 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 HO. For everybody time is required for learning. I will expect you to know all the nuances of your product in 3 months time. Unitil then you have my complete confidence."
George clsoed the conversation with a big reassuring handshake with Satish.

Now the questions in this case study :-

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 "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?

Thanks & Let's have Your Voice Overs !!!



Chrm Message From: Total Posts: 20 Join Date: 01/02/2007  
Rank: Executive Post Date: 01/02/2007 04:02:17 Points: 100 Location: United States

Dear Colin,

Here is my take on the questions of the case study :-

1. Yes it was necessary for George to apologize to Satish. Even though Satish is new to the HO and is much junior to George, inorder to keep up the morale of Satish, George should apologize. This will not only resassure 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 dring 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 him a equal task-oriented and people-oriented leader.

7.Yes I would be haapy 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 over all view of the people and the processes. He has to understand that it is people who does 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.


Chrm Message From: sinhaparna Total Posts: 35 Join Date: 01/02/2007  
Rank: Executive Post Date: 01/02/2007 23:30:53 Points: 175 Location: United States

I fully agree with penelope's analysis, except that Preet should have intervened during the meeting to correct George's misconception about Satish. This would have reduced the embarrassment for Satish in front of others in the meeting.

Aparna Sinha

Chrm Message From: david Total Posts: 26 Join Date: 01/02/2007  
Rank: Executive Post Date: 02/02/2007 23:57:58 Points: 130 Location: United States

In my opinion, senior people like George should (ideally) never forget that Satish is new to his job. Infact instead of questioning him intensely, he should have given him encouragement and confidence. He has to be a mentor. He has to get into this mode as he progresses in his career. He has the tendency to possibly jump into quick conclusions like "quickly closed the meeting saying that he found in general lack of planning in the department". He has possibly come to this conclusion only (?) because of Satish's response?

Chrm Message From: vaish2 Total Posts: 2 Join Date: 01/02/2007  
Rank: Beginner Post Date: 01/07/2010 02:14:03 Points: 10 Location: United States

Firstly let me congratulate you for such a unique case study.

It is very important that new employees need to be inducted properly into the organisation.

Now coming to the case analysis,

It was a great gesture from Mr.George to make ammends for his mistake which is rare in practice.It will clear any antagonism between Mr George and Mr Satish.

From Mr Satish's point of view,he will feel good that his position has registered with the boss and he his morale will be boosted towrads the organisation where egos don't come in formal realtionships.

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