The Ineffective Manager Case Study
CASE STUDY
THE INEFFECTIVE MANAGER
Submitted by: Submitted to:
Ishaan Talwar Prof.S.C.Kapoor
B.A.Hons (Batch 3) Module Tutor
2011-2013 (HRM)
FACTS OF THE CASE * Case is about sunrise engineering organization a highly reputed company which has shown remarkable growth in industrial electronic goods. * General Manager Mr. Ravi Narain observed a decline in sales and employee turnover high at junior level of Chandigarh branch. * Mr. Narain visited the branch and found the employees to be enthusiastic and local. * The Chandigarh branch was responsible for sales in the entire region and looked after functions like services, dealers, accounts and collections. * The employees felt humiliated and reluctant to participate in discussion with the general manager. * The branch head was Mr. Singh a 40 year old gentleman who had worked with them for the last 10 years. * Mr. Singh told him that * They have 7 dealers and 300 customers. * The schedule of every executive was fully planned by him on weekly basis. * He has been giving the employees exhaustive instructions on how to complete their tasks. * Used to supervise the way they used to deal with the customers. * Employees had to submit daily reports for the work done. * Mr. Singh gave an explanation that the young employees are not ready for hard work nor they want to learn from their experience * Mr. Singh also stressed that employees don’t appreciate his working and selling style simply because they aren’t competent enough. * Communication was the worst hit in this scenario. * Motivation level was very low. * General Manager replaced Mr. Singh with Mr. Tandon. * Employees were pleased but worked in the same style. * Mr. Tandon had to work hard to earn respect & trust.
PROBLEMS APPARENTLY VISIBLE IN THE CASE * Excessive supervision control * Communication breakdown * Employees highly
THE INEFFECTIVE MANAGER
Submitted by: Submitted to:
Ishaan Talwar Prof.S.C.Kapoor
B.A.Hons (Batch 3) Module Tutor
2011-2013 (HRM)
FACTS OF THE CASE * Case is about sunrise engineering organization a highly reputed company which has shown remarkable growth in industrial electronic goods. * General Manager Mr. Ravi Narain observed a decline in sales and employee turnover high at junior level of Chandigarh branch. * Mr. Narain visited the branch and found the employees to be enthusiastic and local. * The Chandigarh branch was responsible for sales in the entire region and looked after functions like services, dealers, accounts and collections. * The employees felt humiliated and reluctant to participate in discussion with the general manager. * The branch head was Mr. Singh a 40 year old gentleman who had worked with them for the last 10 years. * Mr. Singh told him that * They have 7 dealers and 300 customers. * The schedule of every executive was fully planned by him on weekly basis. * He has been giving the employees exhaustive instructions on how to complete their tasks. * Used to supervise the way they used to deal with the customers. * Employees had to submit daily reports for the work done. * Mr. Singh gave an explanation that the young employees are not ready for hard work nor they want to learn from their experience * Mr. Singh also stressed that employees don’t appreciate his working and selling style simply because they aren’t competent enough. * Communication was the worst hit in this scenario. * Motivation level was very low. * General Manager replaced Mr. Singh with Mr. Tandon. * Employees were pleased but worked in the same style. * Mr. Tandon had to work hard to earn respect & trust.
PROBLEMS APPARENTLY VISIBLE IN THE CASE * Excessive supervision control * Communication breakdown * Employees highly