Hello ! i have been asked to write a inquiry report ,the matter is that an employee who was on contract was deputed to another branch by our senior officer,in his contract it was written that he will serve for only 8 hours and no tours will be there,but the manager of the branch where he was posted sent him for serving some documents in other branches for which he remained on tours for 3 days.Now the immediate boss who deputed him upon finding him absent started an inquiry .However when i investigated it was found that he was only following the orders of his immediate boss(manager of branch where he was deputed).It is a clear case of lack of communication and clash between managers of two branches.Please help me draft a suitable report (Atleast a paragraph)so that i can write in favor of the employee and save disciplinary action against him without hurting the egos of any of the managers.
Thanks & regards
Tanya
From India, Chandigarh
Thanks & regards
Tanya
From India, Chandigarh
Dear Tanya,
More than sending the enquiry report, there are larger issues that your organisation needs to address. However, let me defer it and come to the draft of the enquiry report. It could be as below:
+++++
Date: -
To,
----------------
----------------
Enquiry Report on Non-availability of Mr ______
1. This report is about non-availability of Mr ______ who is an outsourced employee. Matter has been investigated thoroughly. These are placed at the subsequent paragraphs.
2. Mr ______ (outsourced employee) has been working in our company since _____ (date). On _____ (date) he was deputed to work at ________ (name of the branch). At the place of deputation, his reporting manager is Mr __________.
3. Mr ______ (Branch Manager) gave outstation assignment to Mr _____ (name of employee). To execute this outstation assignment, he could not attend his duties at the place of deputation from _____ (date) to ______ (date).
4. When the outsourced employee was taken on the rolls, there was condition in the contract that he would not be given any outstation assignment. Somehow this fact was not communicated to Mr _____ (branch manager) while sending him on deputation. Therefore, non-availability of Mr ______ (outsourced employee) at the workplace was more because of the non-communication.
5. In view of the facts placed above, it emerges that non-availability of Mr _____ (outsourced employee) is not absence from the duties per se. He was on duty but at outstation.
Thanks,
Yours faithfully,
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+++++
For the incident that has happened in your company following are my comments:
a) It appears that lines of authority are not clearly defined in your company. Once the person is sent on deputation, the reporting authority changes. In that case, why his old Manager continued to exercise authority?
b) Organisational communication: - Managers in your company need to learn concept of organisational communication. The trouble with today's training on communication skills is that it is heavily tilted towards personal communication. In the bargain, concept of organisational communication takes a back seat. Conflict arises because of the choked lines of communication within the departments. This is what happened in your company. When the outsourced employee was sent on deputation, why his terms of employment were not communicated to his new manager?
c) Henry Fayol's 14 Principles of Management: - While learning basics of management science, these principles are taught. The problem in your company has arisen because it appears that fourth principle of management was transgressed. All the managers, whether they have done MBA or not, need to learn Henry Fayol's principles. Though the principles were propounded more than century ago, these have not lost their relevance. Their pre-eminence is intact notwithstanding the management jargon of the 21st century!
Thanks,
Dinesh Divekar
From India, Bangalore
7855More than sending the enquiry report, there are larger issues that your organisation needs to address. However, let me defer it and come to the draft of the enquiry report. It could be as below:
+++++
Date: -
To,
----------------
----------------
Enquiry Report on Non-availability of Mr ______
1. This report is about non-availability of Mr ______ who is an outsourced employee. Matter has been investigated thoroughly. These are placed at the subsequent paragraphs.
2. Mr ______ (outsourced employee) has been working in our company since _____ (date). On _____ (date) he was deputed to work at ________ (name of the branch). At the place of deputation, his reporting manager is Mr __________.
3. Mr ______ (Branch Manager) gave outstation assignment to Mr _____ (name of employee). To execute this outstation assignment, he could not attend his duties at the place of deputation from _____ (date) to ______ (date).
4. When the outsourced employee was taken on the rolls, there was condition in the contract that he would not be given any outstation assignment. Somehow this fact was not communicated to Mr _____ (branch manager) while sending him on deputation. Therefore, non-availability of Mr ______ (outsourced employee) at the workplace was more because of the non-communication.
5. In view of the facts placed above, it emerges that non-availability of Mr _____ (outsourced employee) is not absence from the duties per se. He was on duty but at outstation.
Thanks,
Yours faithfully,
--------------
+++++
For the incident that has happened in your company following are my comments:
a) It appears that lines of authority are not clearly defined in your company. Once the person is sent on deputation, the reporting authority changes. In that case, why his old Manager continued to exercise authority?
b) Organisational communication: - Managers in your company need to learn concept of organisational communication. The trouble with today's training on communication skills is that it is heavily tilted towards personal communication. In the bargain, concept of organisational communication takes a back seat. Conflict arises because of the choked lines of communication within the departments. This is what happened in your company. When the outsourced employee was sent on deputation, why his terms of employment were not communicated to his new manager?
c) Henry Fayol's 14 Principles of Management: - While learning basics of management science, these principles are taught. The problem in your company has arisen because it appears that fourth principle of management was transgressed. All the managers, whether they have done MBA or not, need to learn Henry Fayol's principles. Though the principles were propounded more than century ago, these have not lost their relevance. Their pre-eminence is intact notwithstanding the management jargon of the 21st century!
Thanks,
Dinesh Divekar
From India, Bangalore
Thanks a lot for you help Mr. Divekar,I really appreciate your help and your inference of the concerns in my company, you are right as if a proper line of communication is followed ,issues like this won't arise.It is an irony that because of the loopholes of the system the people who suffer most are the weakest one.
From India, Chandigarh
From India, Chandigarh
A mountain has been made out of a molehill.
Employee was sent to branch office,but dispatching manager did not bother to inform that this employee should not go on tours.
Receiving manager sends him on tour and then dispatching manager finds out and starts an inquiry.
All he could have done was to check with receiving manager the whereabouts of employee.
Lateral communication would have avoided wastage of administrative time on inquiry.
My Dinesh has summed the issues well.
From India, Pune
Employee was sent to branch office,but dispatching manager did not bother to inform that this employee should not go on tours.
Receiving manager sends him on tour and then dispatching manager finds out and starts an inquiry.
All he could have done was to check with receiving manager the whereabouts of employee.
Lateral communication would have avoided wastage of administrative time on inquiry.
My Dinesh has summed the issues well.
From India, Pune
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