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HRM Case1

Satish was recently promoted to a new role leading a product division he was unfamiliar with. At a meeting with the VP George, Satish was unprepared for George's intense questioning. George publicly criticized Satish for his lack of preparation. Later, George realized his mistake in not remembering Satish was new to the role. He sincerely apologized to Satish for his harsh treatment, reassured Satish of his confidence in him, and gave him three months to learn the new role.

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Sharad Patil
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2K views3 pages

HRM Case1

Satish was recently promoted to a new role leading a product division he was unfamiliar with. At a meeting with the VP George, Satish was unprepared for George's intense questioning. George publicly criticized Satish for his lack of preparation. Later, George realized his mistake in not remembering Satish was new to the role. He sincerely apologized to Satish for his harsh treatment, reassured Satish of his confidence in him, and gave him three months to learn the new role.

Uploaded by

Sharad Patil
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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SAMPLE CASE STUDIES- HRM

Case Study 1

Satish was a Sales Manager for Industrial Products Company in City branch.
Seven days prior, he was elevated and moved to Head Office as Deputy
Manager - Product Management for a division of items which he was not
exceptionally acquainted with. Three days prior, the organization VP - Mr.
George, met a gathering of all Product Managers. Satish's new chief (Product
Manager Ketan) was not ready to go to because of some other distraction.
Thus, the Marketing Director, Preet - asked Satish to go to the gathering as
this would give him a presentation into his new job.

Toward the start of the gathering, Preet acquainted Satish quickly with the
VP. The gathering began with a location from the VP and soon it got into a
progression of inquiries from him to each Product Manager. George,
obviously, was entirely intensive with each and every result of the organization
and he was known to be pushy and an unpolished veteran in the field. The
greater part of the Product Managers were clear of George's methods for
working and had completely arranged for the gathering and were offering to
the point responses. George at that point began with Satish. Satish being new
to the item, was very confounded and fared wretchedly.

Preet promptly comprehended that George had perhaps neglected to recall


that Satish was new to the activity. He thought of interfering with George's
scrutinizing and giving a discrete update that Satish was new. In any case, at
that point, George who was truly angry with the absence of planning by Satish
offered an open expression "Noble men, you are seeing here a case of messy
work and this can't be pardoned".

Presently Preet was in two personalities - should he intrude on George and


disclose to him that Satish is new in that position OR should he hold up till
the finish of the gathering and tell George secretly. Preet picked the
subsequent choice.

Satish was noticeably irate at the treatment distributed by George however he


likewise decided to keep mum. George immediately shut the gathering saying
that he found when all is said in done, absence of arranging in the office and
asked Preet to remain back in the space for additional dialogs.
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
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 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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