Hi Bala and Psyched, I am fully agree with Sree opinion,
The only point Iam differ from Sree that , Preet should have introduced Satish to all the board member and done a formal Induction to HQ people not to all but defintely to all the Top brass people(HOD), :D
:( I will be happy if my boss is like George, but not like Preet,
:? Keeping silence in the meeting when George was bouncing was quite OK on Satish part. Inthis way he is not spoiling the momentam of the meeting, It's only Satish part has gone bad.
Thanks Psyched.
Can wwe have more such case studies.
Regards!
Kamal
From India, Mumbai
1The only point Iam differ from Sree that , Preet should have introduced Satish to all the board member and done a formal Induction to HQ people not to all but defintely to all the Top brass people(HOD), :D
:( I will be happy if my boss is like George, but not like Preet,
:? Keeping silence in the meeting when George was bouncing was quite OK on Satish part. Inthis way he is not spoiling the momentam of the meeting, It's only Satish part has gone bad.
Thanks Psyched.
Can wwe have more such case studies.
Regards!
Kamal
From India, Mumbai
Thanks for posting those case studies. Is there any other link within CiteHr.com where we could find other case studies or scenarios for HR? Your help in this matter is much appreciated. Bez.
From Serbia
From Serbia
Heres another Case Study...
Rakshita is working as the regional manager in the B2B marketing department of a company going through turbulent times. Although, the product she is selling is great, she can feel that the clients are apprehensive about buying the product because of the issues being faced by the company. She cannot easily get the same profile in some other company cause she lacks experience and here she is feeling frustrated cause she is not able to meet the targets because of the market situation.How should she deal with the situation?
From India, Mumbai
Rakshita is working as the regional manager in the B2B marketing department of a company going through turbulent times. Although, the product she is selling is great, she can feel that the clients are apprehensive about buying the product because of the issues being faced by the company. She cannot easily get the same profile in some other company cause she lacks experience and here she is feeling frustrated cause she is not able to meet the targets because of the market situation.How should she deal with the situation?
From India, Mumbai
dear pranati
(case analysis)
firstly, rakshita is a regional manager than i cant understand how she is lacking experience.
may be you are talking of less experience as a regional manager she might have. in this case even if she has less experience, she should move on to some other company becase nothing more than the job satisfaction. moreover if she has less than 6-10 months experience, she should not feel bad if she will get the same position in other company and if she has more experience than that, she can easily get good job based on her past experience.
however she should first talk to her senoirs as well as subordinates about the issue.
on talking to subordinates, she will get to know what are the exact reasons, they are not able to achieve their targets and how other teams are achieving them.
and if it is found that the targets are unreasonably high, then she should talk to her seniors with the facts in her hand.
apparently, customers can also be contacted as to why they feel apprehensive on buying their products.
your analysis/suggestions/feedback is sought after.
waiting...................................
regards
From India, Delhi
(case analysis)
firstly, rakshita is a regional manager than i cant understand how she is lacking experience.
may be you are talking of less experience as a regional manager she might have. in this case even if she has less experience, she should move on to some other company becase nothing more than the job satisfaction. moreover if she has less than 6-10 months experience, she should not feel bad if she will get the same position in other company and if she has more experience than that, she can easily get good job based on her past experience.
however she should first talk to her senoirs as well as subordinates about the issue.
on talking to subordinates, she will get to know what are the exact reasons, they are not able to achieve their targets and how other teams are achieving them.
and if it is found that the targets are unreasonably high, then she should talk to her seniors with the facts in her hand.
apparently, customers can also be contacted as to why they feel apprehensive on buying their products.
your analysis/suggestions/feedback is sought after.
waiting...................................
regards
From India, Delhi
my analysis for satish's case study is as follows:
rather then giving answeres to the questions raised, since it is from the perspective of HRM i would have following points.
1. Satish was promoted as a deputy manager- product Management from a position of sales manager of a city branch before some days only, before giving any assessments and reply to the posted querries, one should know that the person was promoted on what basis.........his ability to meet the sale targest....? or what? if he was promoted because he has till date meets only sales targets...he should have been promoted to a more accountable sales related positions, whereas for the position of product manager...one needs to know the technical , commercial and market related fundamentals of product in question. Ans since Satish has already accepted the offered position, my personal view suggested that he should have been thorough with his prepartion for the meeting.
hence, the answeres the the querries raised in randoms can be as.
1. George should not have apologised to satish.
2. If I was in the position of satish place , George apology can be taken as the goodwill gesture just to remind satish of what he expects out of him in future .
3. Yes George was correct in saying that ‘satish’ is there to correct the stupid mistakes made by his seniors ..the only implications by saying this was he wanted to check the confidence level of a guy who has just been promoted to a more responsible position.
4. If I m the boss of the company, I would certainly employe geroge.
5. No, preet did not make any mistake by intervening into conversations between George and satish because it could have negatively impacted satish psyche that every time he does something which companies senior expects him to do , no matter whether he does it or not , I have someone to save me from the actions, and this very behavior of preet could have impacted the future performance of satish in his new position.
6. As a HR person , Georges attitude is of ‘result oriented’ rather than an excuse oriented, if only correction George needed is to make him aware of the effects of negative comments he has made about a person who has been appointed at a new responsible place and he is meeting him for the first time. Others are as usual he did everythin right.
7. I would be happy to have George and preet as my bosses.
this analysis is from my perspective........
paulik.desai.
Rajhans group,Surat.
From India, Vadodara
rather then giving answeres to the questions raised, since it is from the perspective of HRM i would have following points.
1. Satish was promoted as a deputy manager- product Management from a position of sales manager of a city branch before some days only, before giving any assessments and reply to the posted querries, one should know that the person was promoted on what basis.........his ability to meet the sale targest....? or what? if he was promoted because he has till date meets only sales targets...he should have been promoted to a more accountable sales related positions, whereas for the position of product manager...one needs to know the technical , commercial and market related fundamentals of product in question. Ans since Satish has already accepted the offered position, my personal view suggested that he should have been thorough with his prepartion for the meeting.
hence, the answeres the the querries raised in randoms can be as.
1. George should not have apologised to satish.
2. If I was in the position of satish place , George apology can be taken as the goodwill gesture just to remind satish of what he expects out of him in future .
3. Yes George was correct in saying that ‘satish’ is there to correct the stupid mistakes made by his seniors ..the only implications by saying this was he wanted to check the confidence level of a guy who has just been promoted to a more responsible position.
4. If I m the boss of the company, I would certainly employe geroge.
5. No, preet did not make any mistake by intervening into conversations between George and satish because it could have negatively impacted satish psyche that every time he does something which companies senior expects him to do , no matter whether he does it or not , I have someone to save me from the actions, and this very behavior of preet could have impacted the future performance of satish in his new position.
6. As a HR person , Georges attitude is of ‘result oriented’ rather than an excuse oriented, if only correction George needed is to make him aware of the effects of negative comments he has made about a person who has been appointed at a new responsible place and he is meeting him for the first time. Others are as usual he did everythin right.
7. I would be happy to have George and preet as my bosses.
this analysis is from my perspective........
paulik.desai.
Rajhans group,Surat.
From India, Vadodara
here is a case studies for analysis
the performance of supervisors and executives(225 in number)of MITCO LTD is conducted annually by superior officersnthe parameters taken in to account & given equal weightage are performance at work, sense of responsibilty, superiors' dependability on subordinate, communityactivity, initiative, regularity, punctuality, potential to devalop & take senior positions. The assessment reports prepared by seniors are discussed with employess in case there are deficiencies in the individual with the objective of counselling him,the report is referred to in deciding promotions, salary adjustments, determining training exposures, transfers.
in 1992 some employees (supervisors & executives)were not given any increment as the overall total score was below standard because of low rating in respect of community activity and potential aspects. They represented the case to MD suggesting the entire performance exercise was faulty. They wanted that all employees at all levels be given time bound increment and positions this would assure all employees fair deal without any subjective bias. They definitely were against the two parameters for assessment-community activity and potential
QUESTION
1. Do you think two different assessment systems be adopted one for supervisors and another for executives, if so what would be the special faeatures?
From India, Cuttack
the performance of supervisors and executives(225 in number)of MITCO LTD is conducted annually by superior officersnthe parameters taken in to account & given equal weightage are performance at work, sense of responsibilty, superiors' dependability on subordinate, communityactivity, initiative, regularity, punctuality, potential to devalop & take senior positions. The assessment reports prepared by seniors are discussed with employess in case there are deficiencies in the individual with the objective of counselling him,the report is referred to in deciding promotions, salary adjustments, determining training exposures, transfers.
in 1992 some employees (supervisors & executives)were not given any increment as the overall total score was below standard because of low rating in respect of community activity and potential aspects. They represented the case to MD suggesting the entire performance exercise was faulty. They wanted that all employees at all levels be given time bound increment and positions this would assure all employees fair deal without any subjective bias. They definitely were against the two parameters for assessment-community activity and potential
QUESTION
1. Do you think two different assessment systems be adopted one for supervisors and another for executives, if so what would be the special faeatures?
From India, Cuttack
Developing Managers
The executive vice presidents of two corporations were exchanging ideas concerning the efficiency of management education and development within their companies. Both had had considerable experience with various types of formal training. They had experimented over a 10-year period with sending selected people to universities for both individual courses and degree work. They had extensive and costly internal programs under their personal guidance, directed by their chief training officers. At one time or another, representatives of the various approaches to management theory were employed to present a series of conferences and seminars in a program and make individual speeches on the subject.
"I must say," said Michael, "that our experience may be summed up as very expensive in time and fees and no improvement in management skills has appeared beyond those that one would see in any able manager who is ambitious. It is not that the 'trainers' were incompetent, or uninteresting. It is not that they didn't have something to say. In fact, our people had a good time and the reports they turned in were highly complimentary. But I really don't think we made a nickel."
"A year ago I would have said the same thing," observed Jim. "We had the same results, thouah we fried everything. And the funny thing about it was tha- our oeftple thought every program was great. They were unable to discern quality and productivity. I guess this was because they could see little relevance of anything to their jobs. But we changed that."
"What did you do?" inquired Michael.
"One thing we did was to stop these, programs that wander all over human experience, on the one hand, and on the other we dropped those interminable lectures. We decided to identify a particular aspect of managing that was rather poorly practiced. For instance, we thought our coaching of subordinates was being neglected, or at least poorly done. We called together a group ol department heads, explained why we wanted a better coaching job done, explained how to go about it, and asked them all to confer with their managers concerning the need for coaching individual supervisors, the techniques to be used, and a later review of results. This way, we thought we had a direct line on a management need, and we insisted that the line managers do the training. On the whole, we feel we have got something that will work."
"I see," said Michael, who was now in a thoughtful mood. "It is not enough for top managers to show an interest in the development program. They actually have to train their own subordinates."
"That is right," concluded Jim. "If there is to be training, we have to do it. The manager is the great teacher in organized enterprise."
Q1. Can any manager be "trained" to manage better?
Q2. What should be done to get the most out of university programs?
Q3. Briefly describe your learning philosophy. If you were the director of training and development in a large company, what kind of an approach would you take?
Please provide answers to the above case studies.i am short of time and I need to submit the case study next week.Please please help me..
From India, Delhi
The executive vice presidents of two corporations were exchanging ideas concerning the efficiency of management education and development within their companies. Both had had considerable experience with various types of formal training. They had experimented over a 10-year period with sending selected people to universities for both individual courses and degree work. They had extensive and costly internal programs under their personal guidance, directed by their chief training officers. At one time or another, representatives of the various approaches to management theory were employed to present a series of conferences and seminars in a program and make individual speeches on the subject.
"I must say," said Michael, "that our experience may be summed up as very expensive in time and fees and no improvement in management skills has appeared beyond those that one would see in any able manager who is ambitious. It is not that the 'trainers' were incompetent, or uninteresting. It is not that they didn't have something to say. In fact, our people had a good time and the reports they turned in were highly complimentary. But I really don't think we made a nickel."
"A year ago I would have said the same thing," observed Jim. "We had the same results, thouah we fried everything. And the funny thing about it was tha- our oeftple thought every program was great. They were unable to discern quality and productivity. I guess this was because they could see little relevance of anything to their jobs. But we changed that."
"What did you do?" inquired Michael.
"One thing we did was to stop these, programs that wander all over human experience, on the one hand, and on the other we dropped those interminable lectures. We decided to identify a particular aspect of managing that was rather poorly practiced. For instance, we thought our coaching of subordinates was being neglected, or at least poorly done. We called together a group ol department heads, explained why we wanted a better coaching job done, explained how to go about it, and asked them all to confer with their managers concerning the need for coaching individual supervisors, the techniques to be used, and a later review of results. This way, we thought we had a direct line on a management need, and we insisted that the line managers do the training. On the whole, we feel we have got something that will work."
"I see," said Michael, who was now in a thoughtful mood. "It is not enough for top managers to show an interest in the development program. They actually have to train their own subordinates."
"That is right," concluded Jim. "If there is to be training, we have to do it. The manager is the great teacher in organized enterprise."
Q1. Can any manager be "trained" to manage better?
Q2. What should be done to get the most out of university programs?
Q3. Briefly describe your learning philosophy. If you were the director of training and development in a large company, what kind of an approach would you take?
Please provide answers to the above case studies.i am short of time and I need to submit the case study next week.Please please help me..
From India, Delhi
Choos the best opstion with Solve please help
Baltimore Manufacturing Company Inc
Baltimore Manufacturing Company Inc. has developed a promising new product. The firm’s management faces choices: It can sell the new product to a company for $20000, it can hire a consultant to study the market and then make a decision, or it can arrange financing for building a factory and then manufacture & market the product.
The study will cost Baltimore $10,000 and its management believes that there is about a 50-50 chance that a favorable market will be found. If the study is unfavorable, the management figures that it can still sell the idea for $ 40,000. But even if a favorable market is found, the chance of an uultimately successful product is about 2 out of 5. A successful product will return $ 500,000. Even with an unfavorable study, a successful product can be expected about once in every ten new product introduction. If Baltimore Management decides to manufacture the product without a study, it figures there is only 1 in 4 chances of its being successful. A product failure cost $ 100,000.
John Nash, theCEO off Baltimore is in a dilemma and is unable to take a decision. He approaches a management consultant from Baltimore University for Help. As a management counsult, suggest the best course of action to Baltimore Manufacturing Company Inc.
From India, Indore
Baltimore Manufacturing Company Inc
Baltimore Manufacturing Company Inc. has developed a promising new product. The firm’s management faces choices: It can sell the new product to a company for $20000, it can hire a consultant to study the market and then make a decision, or it can arrange financing for building a factory and then manufacture & market the product.
The study will cost Baltimore $10,000 and its management believes that there is about a 50-50 chance that a favorable market will be found. If the study is unfavorable, the management figures that it can still sell the idea for $ 40,000. But even if a favorable market is found, the chance of an uultimately successful product is about 2 out of 5. A successful product will return $ 500,000. Even with an unfavorable study, a successful product can be expected about once in every ten new product introduction. If Baltimore Management decides to manufacture the product without a study, it figures there is only 1 in 4 chances of its being successful. A product failure cost $ 100,000.
John Nash, theCEO off Baltimore is in a dilemma and is unable to take a decision. He approaches a management consultant from Baltimore University for Help. As a management counsult, suggest the best course of action to Baltimore Manufacturing Company Inc.
From India, Indore
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