A classic example of communication gap and ego of the boss. Instead of sending a sorry message, Raman could have rang up to his boss, explain the circumstances and take advice from. Raman’s boss could have asked his explanation before making a show out of it. The issue should be settled within the department amicably without the interference of HR Dept. as procedurally both are at fault.
Harikumar
From India, Mumbai
Harikumar
From India, Mumbai
Thank you all for your amazing responses. I am glad that I am in CiteHR where knowledge sharing is a learning process. Looking forward for few more views. With Regards Phanindra
From India, Hyderabad
7From India, Hyderabad
This is a very apt example where HR intervention in resolving the conflict is required.
As stated below it is a very clear case of miscommunication where the same should be properly explained to both parties and the matter resolved.
As stated below it is a very clear case of miscommunication where the same should be properly explained to both parties and the matter resolved.
HI all
I do agree with eyelin.
If any emp wasn't in condition to perform his/her duties because of any reason, minimum he/she should tried to convey the message to the seniors by proper way.If Raman was not in condition to gone for field work then why should he tried hard to approch the destination and when he realised the non ability for the same and came back to office.Why shouldn't he contact his superior during his travel and tried to realised them the situation he had?
Kindly revert if any
Regards
Ravi
From India, Mumbai
I do agree with eyelin.
If any emp wasn't in condition to perform his/her duties because of any reason, minimum he/she should tried to convey the message to the seniors by proper way.If Raman was not in condition to gone for field work then why should he tried hard to approch the destination and when he realised the non ability for the same and came back to office.Why shouldn't he contact his superior during his travel and tried to realised them the situation he had?
Kindly revert if any
Regards
Ravi
From India, Mumbai
Case not drafted properly.
An employee is not duty-bound to obey orders of OTHER DEPARTMENT HEAD.
The instruction of the superior (of self, and not other HOD) must be reasonable and lawful for an employee to obey. Instructions given by SMS AT WEE NIGHT HOURS are unreasonable, and hence can be disobeyed.
From India
An employee is not duty-bound to obey orders of OTHER DEPARTMENT HEAD.
The instruction of the superior (of self, and not other HOD) must be reasonable and lawful for an employee to obey. Instructions given by SMS AT WEE NIGHT HOURS are unreasonable, and hence can be disobeyed.
From India
This is a case of poor organisation and communication.
The department that assigns Raman field duty should be organised. Ensure that Raman has some advance notice before asking for extra duty, ensure that as Raman is not parmanently based in this department, it knows what his schedule is before assigning someone who has been on night duty work in the morning however urgent.
Raman is not organised him self and has no communication skills. he should be able to communicate that he is on night duty and working in the morning after night duty is a problem, proactively he discusses a favourable time to do the field duty. Family is important, but not at the expense of the job. Many people have families but no jobs so therefore jobs may have an upper advantage when it comes to priority. Raman should have asked someone else to help with the sick person or in the case there is no one to help, he should explain to the supervisor (not HR) that he has a family problem.
Personally i discourage sms as a means of communicating officialy, email or face to face is better. someone will claim your sms did not arrive and you will have no proof of having sent it. sms can only be sent if all other means have been exhausted.
Loyalty is a competence when in the palace with a king or queen, loyalty is not a competence in the organisation of today. Instead proactive organisation and communication, getting results (execution), knowing how to do the job (technical competence), team and self leadership and interpersonal relations are higher competencies. This means that Raman should be sympathised with because he is loyal.
While Raman should have been given a chance to explain, he would have been given a chance to give excuses of his failure to be organised and while these are strong for the individual, they are not strong at all for an organisation that has to compete with tough companies in order to make return on capital and pay workers like Raman.
My advice for us is that always inform the boss before you get into a problem, your explanation should not be excuses. Excuses is when one blames something or someone for ones failure. We are instructed to use our resourcefullness and initiative to overcome challenges....loyalty is not a resource, being able to communicate is a resource.
From Uganda
The department that assigns Raman field duty should be organised. Ensure that Raman has some advance notice before asking for extra duty, ensure that as Raman is not parmanently based in this department, it knows what his schedule is before assigning someone who has been on night duty work in the morning however urgent.
Raman is not organised him self and has no communication skills. he should be able to communicate that he is on night duty and working in the morning after night duty is a problem, proactively he discusses a favourable time to do the field duty. Family is important, but not at the expense of the job. Many people have families but no jobs so therefore jobs may have an upper advantage when it comes to priority. Raman should have asked someone else to help with the sick person or in the case there is no one to help, he should explain to the supervisor (not HR) that he has a family problem.
Personally i discourage sms as a means of communicating officialy, email or face to face is better. someone will claim your sms did not arrive and you will have no proof of having sent it. sms can only be sent if all other means have been exhausted.
Loyalty is a competence when in the palace with a king or queen, loyalty is not a competence in the organisation of today. Instead proactive organisation and communication, getting results (execution), knowing how to do the job (technical competence), team and self leadership and interpersonal relations are higher competencies. This means that Raman should be sympathised with because he is loyal.
While Raman should have been given a chance to explain, he would have been given a chance to give excuses of his failure to be organised and while these are strong for the individual, they are not strong at all for an organisation that has to compete with tough companies in order to make return on capital and pay workers like Raman.
My advice for us is that always inform the boss before you get into a problem, your explanation should not be excuses. Excuses is when one blames something or someone for ones failure. We are instructed to use our resourcefullness and initiative to overcome challenges....loyalty is not a resource, being able to communicate is a resource.
From Uganda
This is the case which shows purely communication gap basing on the above i am adding some more points
1)first of all give a chance to raman for explaining the problem so that the head can have a chance to clearly know whether the prblm from the side of employee is genuine or not.
2)The time at which the information has passed to the employee is unearthy time to pass information
From India, Hyderabad
1)first of all give a chance to raman for explaining the problem so that the head can have a chance to clearly know whether the prblm from the side of employee is genuine or not.
2)The time at which the information has passed to the employee is unearthy time to pass information
From India, Hyderabad
Hi All,
Greetings for the day,
The above discussed case study is really a good one. Nice to see everyone's response for the same.
According to me,
(i) The other department heads should have informed him through proper channel of communication, sending a text message is not that convincing, also they should have confirmed whether the message had reached to Raman.
(ii) A proper organizational structure needs to be implemented and practiced. If any work needs to be done with the help of other departmental employees, first it needs to be communicated to the head of the department under which Raman falls to.
(iii) The other departmental heads should have listened to the issue and could have took necessary steps for preventing such things happen in future, rather to fire and de-motivate its employee. The best practice is democratic style of approach instead of autocratic style.
From India, Coimbatore
Greetings for the day,
The above discussed case study is really a good one. Nice to see everyone's response for the same.
According to me,
(i) The other department heads should have informed him through proper channel of communication, sending a text message is not that convincing, also they should have confirmed whether the message had reached to Raman.
(ii) A proper organizational structure needs to be implemented and practiced. If any work needs to be done with the help of other departmental employees, first it needs to be communicated to the head of the department under which Raman falls to.
(iii) The other departmental heads should have listened to the issue and could have took necessary steps for preventing such things happen in future, rather to fire and de-motivate its employee. The best practice is democratic style of approach instead of autocratic style.
From India, Coimbatore
Raman should have informed his colleagues or senior about his situation, which has to be done.
The Message he sent to his senior was also wrong, he might have stated the reason to,and will explain in detail by person.
In Management side they must have conducted an preliminary enquiry, and asked his points too.
From India, Madras
The Message he sent to his senior was also wrong, he might have stated the reason to,and will explain in detail by person.
In Management side they must have conducted an preliminary enquiry, and asked his points too.
From India, Madras
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