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QUESTION : 1. Should the chairman accept the resignation of Dr. Gupta? 2. Should Dr. Gupta leave the organization or not?

QUESTION : 1. Should the chairman accept the resignation of Dr. Gupta? 2. Should Dr. Gupta leave the organization or not?

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Read the case carefully and answer the questions.

QUESTION :

1. Should the chairman accept the resignation of Dr. Gupta?

2. Should Dr. Gupta leave the organization or not?

Cases of Indian Organizations 439 CASE 3: DR. RAJAN GUPTA'S MISERY Mr. Rajesh Talwar, Managing Director was searching for a professional who would be capable of initiating and implementing HRD activities in his organization. One day he met a person who he felt would be the most suitable person for his company. Dr. Rajan Gupta was a highly qualified person in the area of HRD. Prior to joining this company, he had served as faculty in premier institutes in India and had established a name for himself in conducting consulting and training (management development program). Dr. Rajan Gupta joined this company as Deputy General Manager, HRD in March 1999 reporting to Col. Hemang Karandhikar, Vice President Human Resources (VP-HR). Col. Karandhikar, who was an ex-serviceman, had joined this company five years ago as Security Chief, and later moved to grab the position of VP-HR and Administration. He did not even know the concepts and practices of HRD. Dr. Gupta was very enthusiastic about this company and its intentions, and immediately prepared a detailed plan of HR initiatives with budgetary provisions for the current year. HRD Activities Duration Expenditure 1. Clima /Satisfaction survey rol3 month Rs. 50,000/- 2. Training need analysis 3 month Rs. 50,000/- 3. Training/Intervention 12 months Rs. 4,00,000/- 4. HRD newsletter 4 nos. in 1 year Rs. 80,000/- Dr. Gupta went to meet Col. Karandhikar with his proposal. Col. Karandhikar said, "Don't worry, I will see your proposal" and instructed him to prepare the appointment letters for 35 engineers (diploma holders) who had been selected last month, and bring them for his signature. Dr Gupta immediately complied with his orders. After a lapse of one week, Dr. Gupta again went to his boss to know about the fate of his proposal. Col. Karandhikar said that his proposal was not proper and whatever suggestion he had made, it was not possible to implement. If he was interested to pursue this matter further, he should meet the Advisor in the corporate office in Delhi. Dr. Gupta went to meet the Advisor who also gave him a long lecture and suggestions, which did not fit into the initiatives, suggested by him. In due course Dr. Gupta became frustrated and in an effort to prove his point, he met Mr. Kalyan Bajpayee, Director (Operations) and Plant Head. Mr. Bajpayee after patiently hearing Dr. Gupta, asked him to work independently. Dr. Gupta, taking the cue from Mr. Bajpayee, began with the satisfaction and climate survey to identify the gaps and found the areas where training was required for improvement. He also began publication of HRD Newsletter to highlight the activities done by the HR department. All these activities were in opposition to the wishes of Col. Karandhikar. In the meantime when the things were moving smoothly, VP (HR) felt insulted and informed the promoters about these activities. Promoters in their effort to curb these activities positioned one advisor from the Corporate on transfer to be placed in the plant. Again Dr. Gupta started having problem with Advisor, as he also did not know about HRD concepts and practices. Dr. Gupta went again for rescue to Mr. Bajpayee but later found to his surprise that Mr. Bajpayee had quit the job.
Transcribed Image Text:Cases of Indian Organizations 439 CASE 3: DR. RAJAN GUPTA'S MISERY Mr. Rajesh Talwar, Managing Director was searching for a professional who would be capable of initiating and implementing HRD activities in his organization. One day he met a person who he felt would be the most suitable person for his company. Dr. Rajan Gupta was a highly qualified person in the area of HRD. Prior to joining this company, he had served as faculty in premier institutes in India and had established a name for himself in conducting consulting and training (management development program). Dr. Rajan Gupta joined this company as Deputy General Manager, HRD in March 1999 reporting to Col. Hemang Karandhikar, Vice President Human Resources (VP-HR). Col. Karandhikar, who was an ex-serviceman, had joined this company five years ago as Security Chief, and later moved to grab the position of VP-HR and Administration. He did not even know the concepts and practices of HRD. Dr. Gupta was very enthusiastic about this company and its intentions, and immediately prepared a detailed plan of HR initiatives with budgetary provisions for the current year. HRD Activities Duration Expenditure 1. Clima /Satisfaction survey rol3 month Rs. 50,000/- 2. Training need analysis 3 month Rs. 50,000/- 3. Training/Intervention 12 months Rs. 4,00,000/- 4. HRD newsletter 4 nos. in 1 year Rs. 80,000/- Dr. Gupta went to meet Col. Karandhikar with his proposal. Col. Karandhikar said, "Don't worry, I will see your proposal" and instructed him to prepare the appointment letters for 35 engineers (diploma holders) who had been selected last month, and bring them for his signature. Dr Gupta immediately complied with his orders. After a lapse of one week, Dr. Gupta again went to his boss to know about the fate of his proposal. Col. Karandhikar said that his proposal was not proper and whatever suggestion he had made, it was not possible to implement. If he was interested to pursue this matter further, he should meet the Advisor in the corporate office in Delhi. Dr. Gupta went to meet the Advisor who also gave him a long lecture and suggestions, which did not fit into the initiatives, suggested by him. In due course Dr. Gupta became frustrated and in an effort to prove his point, he met Mr. Kalyan Bajpayee, Director (Operations) and Plant Head. Mr. Bajpayee after patiently hearing Dr. Gupta, asked him to work independently. Dr. Gupta, taking the cue from Mr. Bajpayee, began with the satisfaction and climate survey to identify the gaps and found the areas where training was required for improvement. He also began publication of HRD Newsletter to highlight the activities done by the HR department. All these activities were in opposition to the wishes of Col. Karandhikar. In the meantime when the things were moving smoothly, VP (HR) felt insulted and informed the promoters about these activities. Promoters in their effort to curb these activities positioned one advisor from the Corporate on transfer to be placed in the plant. Again Dr. Gupta started having problem with Advisor, as he also did not know about HRD concepts and practices. Dr. Gupta went again for rescue to Mr. Bajpayee but later found to his surprise that Mr. Bajpayee had quit the job.
440 Human Resource Management Dr. Gupta met Mr. Talwar, Managing Director in Delhi who in turn changed his reporting relationship from Col. Karandhikar, HR Head (Plant) to Mr. Sanjay Singh, HR head (Corporate) in Delhi. Fifteen days later Mr. Talwar instructed Dr. Gupta to develop a training program for top management in managing change, in consultation with Centre for Organization Development-Hyderabad. Dr. Gupta began his liaison with COD and kept Mr. Talwar and Mr. Singh informed about the developments. When Dr. Gupta was to leave for Hyderabad next day for finalizing the program, he sent the travel plan to Mr. Talwar for approval and a copy to Mr. Singh. Mr. Talwar put a remark, "Dr. Gupta: your tour program is cancelled and you cannot move tomorrow", while Mr. Talwar kept silent on all communications made to him. Consequent upon these happenings, Dr. Gupta wrote a letter to the Chairman that he was resigning because he felt constrained to carry out his activities in this company. Questions 1. Should the chairman accept the resignation of Dr. Gupta? 2. Should Dr. Gupta leave the organization or not? 3. Why did he take a drastic step of resigning from the company? 4. What steps the company needs to undertake to empower their employees to initiate HR activities in the company? en bos d bl ortw mdi gd b bne I golbe elendw vA m o eviteitin n long ol t vi s e b eg slew M GRH b betleen nvo w milm eA nel w CRH ods b no slaoo oba b wgo o g bas on do bet M sene
Transcribed Image Text:440 Human Resource Management Dr. Gupta met Mr. Talwar, Managing Director in Delhi who in turn changed his reporting relationship from Col. Karandhikar, HR Head (Plant) to Mr. Sanjay Singh, HR head (Corporate) in Delhi. Fifteen days later Mr. Talwar instructed Dr. Gupta to develop a training program for top management in managing change, in consultation with Centre for Organization Development-Hyderabad. Dr. Gupta began his liaison with COD and kept Mr. Talwar and Mr. Singh informed about the developments. When Dr. Gupta was to leave for Hyderabad next day for finalizing the program, he sent the travel plan to Mr. Talwar for approval and a copy to Mr. Singh. Mr. Talwar put a remark, "Dr. Gupta: your tour program is cancelled and you cannot move tomorrow", while Mr. Talwar kept silent on all communications made to him. Consequent upon these happenings, Dr. Gupta wrote a letter to the Chairman that he was resigning because he felt constrained to carry out his activities in this company. Questions 1. Should the chairman accept the resignation of Dr. Gupta? 2. Should Dr. Gupta leave the organization or not? 3. Why did he take a drastic step of resigning from the company? 4. What steps the company needs to undertake to empower their employees to initiate HR activities in the company? en bos d bl ortw mdi gd b bne I golbe elendw vA m o eviteitin n long ol t vi s e b eg slew M GRH b betleen nvo w milm eA nel w CRH ods b no slaoo oba b wgo o g bas on do bet M sene
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