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The Indian Institute Of Business Management & Studies
Subject: Human Resource Management. Marks: 100
N. B.: 1) Attempt all Cases.
2) All Cases ca! e"ual ma#s.
Case 1:
$%OMOTIN& T'( $%OT)&)
The die was cast. Prem Nath Dian! e"ecutie chairman o# $ertigo! the countr%&s 'argest
engineering (roject organi)ation! decided to switch tracks #or a career in academics. Dian was
sti'' si" %ears short o# the com(an%&s retirement age o# *+. His (remature e"it was bound to
create a #'utter at the $ertigo board. Haing joined $ertigo as a management trainee soon a#ter
co''ege! he had gradua''% risen through the hierarch% to take a board (osition as the marketing
director o# the #irm at ,-. He had become the (resident #ie %ears 'ater and the %oungest
chairman o# the com(an% at .+. /ut! b% the time he was +0! the whi)kid had ac0uired a 'arger
than 'i#e image o# a ro'e mode' #or %ounger managers and a statesman who s%mbo'i)ed the best
and brightest #ace o# 1ndian management.
2n his wi#e&s suggestion that it wou'd be wise to discuss the moe with one o# his trusted
co''eagues be#ore making a #orma' announcement o# his intention to seek (remature retirement!
Dian ca''ed on Ramcharan Sa"ena! a so'icitor who has been on the $ertigo board #or oer a
decade. Se"ena was sur(rised at Dian&s ('an. /ut he was un#a)ed. 31# that is what %ou want to
do #or the rest o# %our 'i#e! we can on'% wish %ou we''4! he to'd him. 3The board wi'' miss %ou. /ut
the business shou'd go on. 5e shou'd get down to the task o# choosing a successor. The sooner
it is done! the better.
31 think the choice is 0uite obious! 3said Dian! 3Ranjan 5arrior. He is good and 64 Dian
was taken aback to see Sa"ena grimace. 37ou don&t hae an%thing against him! do %ou84 he asks
him. 3No! no!4 said Sa"ena! 3He is good. 9 #inancia' strategist and a isionar%. His conce(tua'
ski''s hae sered the com(an% we''. /ut he has a'wa%s had sta## ro'e with no 'ine e"(erience.
5hat we need is someone #rom o(erations. :ike Richard ;rasta.4
3Richard known things inside out a'right4! said Dian! 3/ut he is just a doer. Not #ire in the
be''%. $ertigo needs someone who understands the a'ue o# (ower and known how to use it. :ike
me. :ike Ranjan.4
3That is just the (rob'em! 3said Sa"ena. 3Prem! 'et me te'' %ou something. Ranjan is a man
in %our own image. <er%one known that he is %our (rot=g=. 9nd are neer (o(u'ar. He has
generated a 'ot o# resentment among senior $eritigo e"ecuties and there wou'd be a reo't i# he
were to succeed %ou. 9n e"odus is something we can&t a##ord to hae on our hands. 5e shou'd
think o# someone e'se in the interest o# stabi'it% to to( management.4 Dian cou'd not be'iee
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The Indian Institute Of Business Management & Studies
Subject: Human Resource Management. Marks: 100
what he heard. He had a'wa%s (rided himse'# on his hands > on st%'e and thought he had his ear
to the ground. 3How cou'd 1 'ose touch84 he wondered! somewhat shaken.
35hen %ou are the boss! (eo('e acce(t %our authorit% without 0uestion!4 continued
Sa"ena. 31n an% case! %ou hae been success#u' at $ertigo and it is di##icu't to argue with success.
/ut the moment %ou announce %our intention to 'eae! the aura begins to #ade awa%. 9nd in
deciding on %our successor! the board wi'' seek %our o(inion! with due regard to %our judgment.
The board member must do what in their iew is right #or the com(an%. Haing said that! ma% 1
a'so mention that i# there is a showdown in the boardroom! %ou cou'd a'wa%s choose to sta% on 8
5e wou'd 'ike it. 2r we cou'd bring in an outsider.4
31 hae #ina'i)ed m% career ('ans and there is no 0uestion o# sta%ing on be%ond si" months
#rom now!4 said Dian. 3The board is schedu'ed to meet ne"t month. :et us she'e the matter ti''
then. 1n the meantime! 1 re'% on %ou! Ram! to kee( this discussion between the two o# us.4
32# course %es!4 said Sa"ena.
2n his wa% home! Dian thought about the matter in detai'. /ringing an outsider wou'd
undo a'' his 'i#e&s work at $ertigo. There were considerations 'ike cuture and com(atibi'it% which
were (aramount. The chairman had to be an inside man. 3Richard 'acks stature! 3Dian said to
himse'#. 3Ranjan is the one 1 hae been grooming! but heaens! the #'i( side o# it a'' had missed
me com('ete'%. There is no wa% 1 can a''ow a s('it at the to( just be#ore 1 0uit. 1 must 'eae on a
high note in m% own interest. 1 must #ind a wa% out o# he imminent mess.4
*uesti+n:
1. ,hat sh+uld -i.an d+/
2
The Indian Institute Of Business Management & Studies
Subject: Human Resource Management. Marks: 100
Case 2:
$%(01-IC(S IN ,O%2$3AC(S : %(A3 O% $(%C(I4(- /
Manju'a Sriasta had been head o# marketing #or the 'ast #our %ears at /'ue ;hi(s! a com(uter
(roducts #irm. The com(an%&s turnoer had increased b% two > and a ha'# times during the (eriod
and its market share in a number o# (recuts had a'so moed u( margina''%. 5hat was creditab'e
was that a'' this had ha((ened in an enironment in which com(uter (rices had been crashing.
9'though she had a ta'ent #or striking an instant re(ort with (eo('e > (articu'ar'% with the
com(an%&s dea'ers > Sriasta o#ten #ound herse'# batt'ing against odds! as she (erceied it! as
#ar as her re'ationshi(s with her subordinates and (eers in the com(an% were concerned.
Sriasta had to #ight ma'e (rejudice a'' the wa%. She #ound it un#air that she had to (roe
herse'# regu'ar'% at work and she used to make her dis('easure on that score 0uite obious to
eer%one.
Si" months ago! /'ue ;hi(s had been taken oer b% an industria' grou( which had a
diersit% o# business interests and was! more im(ortant'%! #'ush with #unds. The change o#
ownershi( had 'ed to a re('acement o# the managing director! but it had not a##ected the e"isting
core management team. 9nand Prakash! the new managing director! had his (riorities c'ear.
3/'ue ;hi(s wi'' go internationa'!4 he had dec'ared in the #irst e"ecutie committee meeting! 3and
e"(orts wi'' be our #irst concern.4
Prakash had a'so brought in Harish Naik as his e"ecutie assistant with s(ecia'
res(onsibi'it% #or e"(orts. Naik had been seconded to Sriasta #or #ie weeks as a (art o# a
#ami'iari)ation (rogramme. Much to her sur(rise! he had been a((ointed! within two months! as
the ice (resident ?e"(orts@! with com(ensation and (erks higher than her own. Sriasta had
made a #orma' (rotest to Prakash who had assured her that he was aware o# her good work in the
com(an% and that she wou'd hae an a((ro(riate ro'e once the restructuring ('an he was a'read%
working on wou'd b% (ut into e##ect.
2ne morning! as she entered the o##ice and switched on her workstation! a message
#'ashed on her screen. 1t was #rom Prakash. 35ant to see %ou sometime toda% regarding
restructuring. 5i'' -.,0 be conenient84 1t went.
:ater at his o##ice! Prakash had come straight to the (oint. He wanted to create a new
(ost ca''ed genera' manager ?(ub'ic a##airs@ in the com(an%. 35ith %our e"ce''ent background in
customer re'ations and connections with the dea'er network! %ou are the idea' materia' #or the
job!4 he said! 3and 1 am o##ering it to %ou.4 Sriasta was 0uick to react. 3There is er% 'itt'e 1 can
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The Indian Institute Of Business Management & Studies
Subject: Human Resource Management. Marks: 100
contribute in that kind o# job!4 she said. 31 was in #act e"(ecting to be (romoted as ice (resident
?home [email protected] Prakash said that the entire gamut o# marketing #unctions wou'd be 'ooked
a#ter b% Naik who wou'd hae boardroom res(onsibi'it% #or both domestic and e"(ort sa'es. 31#
%ou continue in marketing! %ou wi'' hae to be re(orting to Naik which 1 thought ma% not be #air
to %ou. 1n an% case! we need someone who is strong in marketing to hand'e (ub'ic a##airs. :et
me assure %ou that the new (ost 1 am o##ering wi'' in no wa% diminish %our im(ortance in the
com(an%. 7ou wi'' in #act be re(orting to me direct'%.4
37ou are being un#air and %our are diminishing m% im(ortance in the com(an%!4 re(orted
Sriasta. 37ou know that 1 am a hardcore marketing (ro#essiona' and %ou a'so know 1 am the
best. 5h% then am 1 being de(ried o# a right#u' (romotion in marketing8 Te'' me!4 she asked
(ointed'%! 3wou'd %ou hae done this to a ma'e co''eague84
3That is a h%(othetica' 0uestion!4 said Prakash. 3/ut 1 can&t think o# an% other s'ot #or %ou
in the restructuring ('an 1 want to im('ement e"ce(t what 1 am o##ering.4
31# the reason wh% %ou are asking me to hand'e this #anc% (ub'ic a##airs business o# %ours!4
said Sriasta! 3is that %ou can&t think o# an% other s'ot #or me! then 1 wou'd hae second
thoughts about continuing to work #or this com(an%.4
3Ma% 1 reiterate!4 Said Prakash! 3that 1 a'ue %our ro'e and its is (recise'% because o# this
that 1 am de'egating to %ou the work 1 hae been (ersona''% hand'ing so #ar8 Ma% 1 a'so state that
1 am u(grading the job not on'% because it is im(ortant but a'so because it shou'd match %our
e"isting stature in the organi)ation84
31 need to think about this. 1 wi'' 'et %ou know tomorrow!4 said Sriasta and 'e#t the
o##ice.
,hat sh+uld she d+/
4
The Indian Institute Of Business Management & Studies
Subject: Human Resource Management. Marks: 100
Case 5:
M(C'ANIST6S IN-ISCI$3IN(- B('A4IO1%
Dinesh! a machine o(erator! worked as a mechanist #or Aanesh! the su(erisor. Aanesh
to'd Dinesh to (ick u( some trash that had #a''en #rom Dinesh&s work area! and Dinesh re('ied! 31
won&t do the janitor&s work.4
Aanesh re('ied! 35hen %ou dro( it! %ou (ick it u(4. Dinesh became angr% and abusie!
ca''ing Aanesh a number o# names in a 'oud oice and re#using to (ick u( the trash. 9''
em('o%ees in the de(artment heard Dinesh&s comments.
Aanesh had been tr%ing #or two weeks to get his em('o%ees to (ick u( trash in order to
hae c'eaner work('ace and (reent accidents. He ta'ked to a'' em('o%ees in a week'%
de(artmenta' meeting and to each em('o%ee indiidua''% at 'east once. He stated that he was
#o''owing the instructions o# the genera' manager. The on'% objection came #rom Dinesh.
Dinesh has been with the com(an% #or #ie %ears! and in this de(artment #or si" months.
Aanesh had s(oken to him twice about e"cessie a'coho'ism! but otherwise his record was good.
He was known to hae 0uick tem(er.
This outburst b% Dinesh hurt Aanesh bad'%. Aanesh to'd Dinesh to come to the o##ice and
sus(ended him #or one da% #or insubordination and abusie 'anguage to a su(erisor. The
decision was within com(an% (o'ic%! and simi'ar behaiors had been (unished in other
de(artments.
9#ter Dinesh 'e#t Aanesh&s o##ice! Aanesh (honed the HR manager! re(orted what he had
done! and said that he was sending a co(% o# the sus(ension order #or Dinesh&s #i'e.
*uesti+ns:
1. '+7 7+uld !+u ate -inesh6s 8eha.i+u/ ,hat meth+d +f appaisal
7+uld !+u use/
2. -+ !+u assess an! taining needs +f empl+!ees/ If !es9 7hat inputs sh+uld 8e
em8+died in the taining p+gamme/
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The Indian Institute Of Business Management & Studies
Subject: Human Resource Management. Marks: 100
Case ::
%IS( AN- ;A33
Bagannath ?Baggu to his #riends@ is an oer ambitious %oung man. Cor him ends justi#%
means.
5ith a di('oma in engineering. Baggu joined! in 1DEE! a /anga'oreFbased com(an% as a
Technica' 9ssistant. He got himse'# enro''ed as a student in an eening co''ege and obtained his
degree in engineering in 1DG-. Recogni)ing as <ngineerFSa'es in 1DG..
Baggu e"ce''ed himse'# in the new ro'e and became the b'ueFe%ed bo% o# the management.
Promotions came to him in 0uick succession. He was made ManagerFSa'es in 1DG* and Senior
ManagerFMarketing in 1DGG.
Baggu did not #orget his academic (ursuits. 9#ter being (romoted as <ngineerFSa'es! he
joined an M/9 ?(artFtime@ (rogramme. 9#ter com('eting M/9! Baggu became a Ph.D. scho'ar and
obtained his doctora' degree in 1DGD.
Cunctioning as Senior MangerFMarketing! Baggu e%ed on things be%ond his jurisdiction. He
started com('aining against Suresh the Section Head and Praha'ad the Hnit ;hie# ?both
(roduction@ with Rai! the <$P ?<"ecutie > $ice President@. The com('aints inc'uded de'a% in
e"ecuting orders! (oor 0ua'it% and customer rejections. Most o# the com('aints were concocted.
Rai was coninced and re0uested Baggu to head the (roduction section so that things
cou'd be straightened u( there. Baggu became the Section head and Suresh was shi#ted to sa'es.
Baggu started s(reading his wings. He (reai'ed u(on Rai and got sa'es and 0ua'it% under
his contro'! in addition to (roduction. Suresh! an e0ua' in status! was now subordinated to Baggu.
Success had gone to Baggu&s head. He had eer%thing going in his #aorF(osition! (ower! mone%!
and 0ua'i#ication. He diided workers and used them as (awns. He ignored Praha'ad and
estab'ished direct 'ink with Rai. Hnab'e to bear the humi'iation! Praha'ad 0uit the com(an%.
Baggu was (romoted as Aenera' Manager. He became a mega'omaniac.
Things had to end at some (oint. 1t ha((ened in Baggu&s 'i#e too. There were com('aints
against him. He had inducted his brother > in > 'aw! Aanesh! as an engineer. Aanesh was b%
nature corru(t. He sto'e co((er worth Rs. + 'akh and was sus(ended. Baggu tried to de#end
Aanesh but #ai'ed in his e##ort. ;orru(tion charges were a'so 'ee'ed against Baggu who was
re(orted to hae made near'% Rs. -0 'akh #or himse'#.
2n the newF%ear da% o# 1DD,! Baggu was reerted back to his o'd (ositionF sa'es. Suresh
was (romoted and was asked to head (roduction. Ro'es got reersed. Suresh became boss to
Baggu.
Hnab'e to swa''ow the insu't! Baggu (ut in his (a(ers.
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The Indian Institute Of Business Management & Studies
Subject: Human Resource Management. Marks: 100
/ack home! Baggu started his own consu'tanc% c'aiming himse'# as an authorit% in 0ua'it%
management. He (oached on his (reious com(an% and (icked u( two best brains in 0ua'it%.
Cro 1DEE to 1DD,! Baggu&s career gra(h had a stee( rise and a sudden #a''. 5hether there
wou'd be another hum( in the cure is a big 0uestion.
*uesti+ns:
1. Bing +ut the pinciples +f p+m+ti+n that 7ee empl+!ed in p+m+ting
0aggu.
2. ,hat 7+uld !+u d+ if !+u 7ee <i) Suesh9 <ii) $ahalad + <iii) %a.i/
5. Bing +ut the ethical issues in.+l.ed in 0aggu6s 8eha.i+u.

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