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Thread Started by #sree

Hello all, Can we do some case studies in this section?
The idea is this :
One of us will come with a case (real or fictional), which is not too long.
This case will be open for analysis and discussion for a week.
The readers if interested can analyse the case and come up with suitable solutions.
Please feel free to modify the conditions to suit all.
7th November 2005 From India, New Delhi

Good idea. Here is one from me.

Case study

Satish was a Sales Manager for Industrial Products Co in City branch. A week ago, he was promoted and shifted to HO as Deputy Manager - Product Management for a division of products which he was not very familiar with. 3 days ago, the company VP - Mr.George, convened a meeting of all Product Managers. Satish's new boss (Product Manager Ketan) was not able to attend due to some other preoccupation. Hence, the Marketing Director - Preet - asked Satish to attend the meeting as this would give him an exposure into his new role.

At the beginning of the meeting, Preet introduced Satish very briefly to the VP. The meeting started with an address from the VP and soon it got into a series of questions from him to every Product Manager. George, of course, was pretty thorough with every single product of the company and he was known to be pushy and blunt veteran in the field. Most of the Product Managers were very clear of George's ways of working and had thoroughly prepared for the meeting and were giving to the point answers . George then started with Satish. Satish being new to the product, was quite confused and fared miserably.

Preet immediately understood that George had possibly failed to remember that Satish was new to the job. He thought of interrupting George's questioning and giving a discrete remider that Satish was new. But by that time, George who was pretty upset with lack of preparation by Satish made a public statement " Gentlemen, you are witnessing here an example of sloppy work and this can't be excused"

Now Preet was in two minds - should he interrupt George and tell him that Satish is new in that position OR should he wait till the end of the meeting and tell George privately. Preet chose the second option.

Satish was visibly angry at the treatment meted out by George but he also chose to keep mum. George quickly closed the meeting saying that he found in general lack of planning in the department and asked Preet to stay back in the room for further discussions.

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 duing the meeting. George admitted that he had made a mistake and asked his secretary to get Satsih 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."

Satsih 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 HO. For everybody time is required for learning. I will expect you to know all the nuances of your product in 3 months time. Unitil then you have my complete confidence."

George clsoed the conversation with a big reassuring handshake with Satish.

Now the questions in this case study::

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 "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?

8th November 2005 From India, Madras
(To be read along with the case)

Case Analysis

1. Yes it was necessary for George to apologize to Satish. Even though Satish is new to the HO and is much junior to George, inorder to keep up the morale of Satish, George should apologize. This will not only resassure 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 dring 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 him a equal task-oriented and people-oriented leader.

7.Yes I would be haapy 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 over all view of the people and the processes. He has to understand that it is people who does 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.

Thankyou psyche for the case

Thankyou Bala for your support


9th November 2005 From India, New Delhi
I fully agree with Sree in the analysis except that Preet should have intervened during the meeting to correct George's misconception about Satish. This would have reduced the embarrassment for Satish in front of others in the meeting.
Thanks Bala for the excellent casestudy.
9th November 2005 From India, Madras
Thanks Sree & Ramesh.
Sree has presented excellent analysis.
I tend to concur with Ramesh as far as Preet's interevention is concerned.
In my opinion, senior people like George should (ideally) never forget that Satish is new to his job. Infact instead of questioning him intensely, he should have given him encouragement and confidence. He has to be a mentor. He has to get into this mode as he progresses in his career. He has the tendency to possibly jump into quick conclusions like "quickly closed the meeting saying that he found in general lack of planning in the department". He has possibly come to this conclusion only (?) because of Satish's response?
Thanks once again.
I also agree that Preet should have briefed Satish adeqautely on the modalities of such review meetings
9th November 2005 From India, Madras
Dear all frens,

I have another case study for discussion;

Case Scenario

Adam, fresh from school was a newly recruited HR practitioner. During his 1 month into the job, he was asked to be in-charge of the orientation programme for the entire organisation. Being new, he followed closely to the processes. Recently, Roy joined the organisation and Adam is required to orientate him. On Roy's first day of work, Adam brought him around the organisation for introduction to the rest of the staffs. Unfortunately, Roy's assigned mentor was not around hence, Adam was unable to make an official introduction for Roy to meet up with his mentor. In the afternoon, during the HR briefing, Adam mentioned to Roy that there is a buddy system in place but is only on an opt-in basis. Roy requested to opt for a buddy. Adam was rather surprised by Roy's request as according to Adam's manager-Jean, that no one in the organisation has requested for a buddy.

Hence, Adam checked with Jean on the criterias in getting a buddy for Roy and according to her, Adam found out that it need to be someone preferably from Roy's dept. Having clarify on the criterias, Adam is supposed to get a buddy for Roy, unfortunately, this issue was clearly forgotten by Adam due to his busy schedule as he was involve in other HR matters as well and he did not follow up with Roy's request promptly.

One week later, Adam met Roy in a lunch gathering and Adam greeted Roy and asked him casually how is he doing and if he has adapted well to his job. Roy, asked Adam blatantly and angrily where is his buddy that he has requested. At that moment, Adam recalled on the existence of this request and unwittingly told Roy jokingly that he thought Roy was joking with him on the request for a buddy as he did not admit to Roy that he has clearly forgotten about the whole issue. Roy was very angered by Adam's response and told him off that he was very serious in getting a buddy and that its Adam's responsibilty to do so. Adam, clearly embarassed and guilty about his mistake, apologised immediately and promised to get him a buddy. On the very day, a buddy-Sam, was found for Roy. Roy, was very unhappy with Adam and confronted Adam and his buddy when he is able to have an official meet up session with his mentor. Adam explained to Roy that the organisation has no current practice in place for meet up sessions to be arranged between mentors and mentees and its a practice for mentees to take self-initiative to do so in arranging for meetings with their mentors and also that his mentor is currently out of town and will only be back the next day. Adam, himself being a new staff also was at that moment in time speaking on personal experience and also based on what Jean has told him. Sam, who was present agreed and helped to explain to Roy on the practice. Roy kept quiet and Adam unknowingly thought that Roy has understood with the organisation practice. Hence, Adam did not continue to check with Roy on this aspect.

The following day, Roy had a feedback session with his manager and Adam was called upon to sit in as part of the orientation programme. Roy brought up the issues on Adam's failure to get him a buddy promptly and that he was not introduced to his mentor at all. He complained about the poor management of the HR mentor and buddy system and that it was not effective at all and that he expressed that he is very unhappy with Adam as he felt that he is not doing his job at all. Adam tried to explain to Roy and his manager about what happened and also reassured Roy that he will take his suggestions of improving on the system and was apologetic about the issue. He told Roy's manager that he will bring Roy to see his mentor after the session as his mentor is back in the office after being on leave for the past week.

Roy was still very unhappy with Adam and continued telling Adam off in front of his manager.


1. On a HR practitioner point of view, what should Adam do to resolve the issue?

2. Roy is very unhappy with Adam and holds it against him even though all has been done and followed up. What should Adam as HR do to resolve this and should Jean,as Adam's manager do something?

3. What role does Roy's manager play in this issue and should he be implicated?

Pls discuss and help Adam resolve the case.


Siew Chern :)
9th November 2005 From Singapore, Singapore
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 "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?

Hi Bala,

Interseting Case,

and here my answers

1. definitely its necessary to ask sorry

2. thank you sir. i wil prove my best . (since vey honestly he has apologised)

3. we cant say it is the right ans. but it would help an empoyee to undestand that they are also human beings and so some time they too do mistake

4. i wil

5.yes . he should hav explained on the spot.

6. of course

7. no
13th November 2005 From India, Madras
here's my two cents...

Adam was new to the job, therefore himself was in the process of getting oriented to the job. However he did faulter by not taking the buddy request by Roy seriously.

This was probably the only mistake that he committed....for which he later apologised.

As an HR practitioner, Adam should let Roy know the whole situation and apologise, which he does.

As far as Roy's manager is concerned, it is upto roy whether he wants to implicate him or not. Implicating him will only complicate the situation which is not needed.

As for Roy, he should get a life and move on in the organisation rather than harping on a single fault by Adam. It s understandable that he felt disappointed by the firm, but he should consider the fact that in organisation sometimes these lapses happen. that is not to say it doesnt matter but after Adam apologised, he should forgive that.

Fair enough, he complained about Adam, I think Jean should just warn Adam, as hes new. Also Jean should make sure Adam goes through the necessary procedure and knows them well, lest he should repaet such a mistake.

thats all......

looking fwd to more analysis


15th November 2005 From India, Bhubaneswar
Here is another case, Look forward to meaningful analysis

Lalitha joined XYZ, a family run business on November 04 as she was recommended by a VP of the organisation to the top man and as she required a break in her career. The money was better and the job profile also looked exciting from the outside. She was given the designation of Business Development Associate despite being an Asst Manager at her previous organization. As she was not much deterred by the designation, she accepted the position and joined office full of energy to do well in the new assignment.

However she has been sitting idle for the past one year not doing a single days work. Her boss just will not let her do any work nor will he accept any of her initiatives in the direction. At times he gives her some tidbits of work and just when she thinks she is getting some meaningful assignment, he snatches it away from her and she is again back to square one.

A couple of times she has walked into the Bosses office and told him blankly on his face that she is simply sitting and doing no work but it has not helped. A project proposal submitted by her on her own initiative was turned down without being given a valid reason.

1. Why is Lalitha’s boss behaving so?

2. What should Lalitha do given the above situation

3. Lalitha has been looking desperately for a change but to no avail
15th November 2005 From India, Bangalore
Now the questions in this case study::
1. Was it at all necessary for George to apologise to such a junior employee like Satish? -- YES
2. If you were in Satish's place, how would you to respond to George's apology? -- ACCEPT AND REASSURE HIM OF MY ABILITIES
3. Was George correct in saying that Satish is there to correct "stupid mistake" of his boss and George? -- YES
4. Would you employ George in your company? --YES
5. Did Preet make a mistake by not intervening during the meeting and correct George's misconception about Satish? -- YES, IF PREET HAD DONE SO, THEN THE ENTIRE EPISODE COULD'VE BEEN AVOIDED.
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? --
15th November 2005 From India, Thiruvananthapuram
Hi Bala and Psyched, I am fully agree with Sree opinion,
The only point Iam differ from Sree that , Preet should have introduced Satish to all the board member and done a formal Induction to HQ people not to all but defintely to all the Top brass people(HOD), :D
:( I will be happy if my boss is like George, but not like Preet,
:? Keeping silence in the meeting when George was bouncing was quite OK on Satish part. Inthis way he is not spoiling the momentam of the meeting, It's only Satish part has gone bad.
Thanks Psyched.
Can wwe have more such case studies.
18th November 2005 From India, Mumbai
Thanks for posting those case studies. Is there any other link within CiteHr.com where we could find other case studies or scenarios for HR? Your help in this matter is much appreciated. Bez.
1st November 2006 From Serbia
Heres another Case Study...
Rakshita is working as the regional manager in the B2B marketing department of a company going through turbulent times. Although, the product she is selling is great, she can feel that the clients are apprehensive about buying the product because of the issues being faced by the company. She cannot easily get the same profile in some other company cause she lacks experience and here she is feeling frustrated cause she is not able to meet the targets because of the market situation.How should she deal with the situation?
1st December 2006 From India, Mumbai
dear pranati

(case analysis)

firstly, rakshita is a regional manager than i cant understand how she is lacking experience.

may be you are talking of less experience as a regional manager she might have. in this case even if she has less experience, she should move on to some other company becase nothing more than the job satisfaction. moreover if she has less than 6-10 months experience, she should not feel bad if she will get the same position in other company and if she has more experience than that, she can easily get good job based on her past experience.

however she should first talk to her senoirs as well as subordinates about the issue.

on talking to subordinates, she will get to know what are the exact reasons, they are not able to achieve their targets and how other teams are achieving them.

and if it is found that the targets are unreasonably high, then she should talk to her seniors with the facts in her hand.

apparently, customers can also be contacted as to why they feel apprehensive on buying their products.

your analysis/suggestions/feedback is sought after.


18th November 2007 From India, Delhi
my analysis for satish's case study is as follows:

rather then giving answeres to the questions raised, since it is from the perspective of HRM i would have following points.

1. Satish was promoted as a deputy manager- product Management from a position of sales manager of a city branch before some days only, before giving any assessments and reply to the posted querries, one should know that the person was promoted on what basis.........his ability to meet the sale targest....? or what? if he was promoted because he has till date meets only sales targets...he should have been promoted to a more accountable sales related positions, whereas for the position of product manager...one needs to know the technical , commercial and market related fundamentals of product in question. Ans since Satish has already accepted the offered position, my personal view suggested that he should have been thorough with his prepartion for the meeting.

hence, the answeres the the querries raised in randoms can be as.

1. George should not have apologised to satish.

2. If I was in the position of satish place , George apology can be taken as the goodwill gesture just to remind satish of what he expects out of him in future .

3. Yes George was correct in saying that ‘satish’ is there to correct the stupid mistakes made by his seniors ..the only implications by saying this was he wanted to check the confidence level of a guy who has just been promoted to a more responsible position.

4. If I m the boss of the company, I would certainly employe geroge.

5. No, preet did not make any mistake by intervening into conversations between George and satish because it could have negatively impacted satish psyche that every time he does something which companies senior expects him to do , no matter whether he does it or not , I have someone to save me from the actions, and this very behavior of preet could have impacted the future performance of satish in his new position.

6. As a HR person , Georges attitude is of ‘result oriented’ rather than an excuse oriented, if only correction George needed is to make him aware of the effects of negative comments he has made about a person who has been appointed at a new responsible place and he is meeting him for the first time. Others are as usual he did everythin right.

7. I would be happy to have George and preet as my bosses.

this analysis is from my perspective........


Rajhans group,Surat.
21st December 2007 From India, Vadodara
here is a case studies for analysis

the performance of supervisors and executives(225 in number)of MITCO LTD is conducted annually by superior officersnthe parameters taken in to account & given equal weightage are performance at work, sense of responsibilty, superiors' dependability on subordinate, communityactivity, initiative, regularity, punctuality, potential to devalop & take senior positions. The assessment reports prepared by seniors are discussed with employess in case there are deficiencies in the individual with the objective of counselling him,the report is referred to in deciding promotions, salary adjustments, determining training exposures, transfers.

in 1992 some employees (supervisors & executives)were not given any increment as the overall total score was below standard because of low rating in respect of community activity and potential aspects. They represented the case to MD suggesting the entire performance exercise was faulty. They wanted that all employees at all levels be given time bound increment and positions this would assure all employees fair deal without any subjective bias. They definitely were against the two parameters for assessment-community activity and potential


1. Do you think two different assessment systems be adopted one for supervisors and another for executives, if so what would be the special faeatures?
11th February 2009 From India, Cuttack
Developing Managers

The executive vice presidents of two corporations were exchanging ideas concerning the efficiency of management education and development within their companies. Both had had considerable experience with various types of formal training. They had experimented over a 10-year period with sending selected people to universities for both individual courses and degree work. They had extensive and costly internal programs under their personal guidance, directed by their chief training officers. At one time or another, representatives of the various approaches to management theory were employed to present a series of conferences and seminars in a program and make individual speeches on the subject.

"I must say," said Michael, "that our experience may be summed up as very expensive in time and fees and no improvement in management skills has appeared beyond those that one would see in any able manager who is ambitious. It is not that the 'trainers' were incompetent, or uninteresting. It is not that they didn't have something to say. In fact, our people had a good time and the reports they turned in were highly complimentary. But I really don't think we made a nickel."

"A year ago I would have said the same thing," observed Jim. "We had the same results, thouah we fried everything. And the funny thing about it was tha- our oeftple thought every program was great. They were unable to discern quality and productivity. I guess this was because they could see little relevance of anything to their jobs. But we changed that."

"What did you do?" inquired Michael.

"One thing we did was to stop these, programs that wander all over human experience, on the one hand, and on the other we dropped those interminable lectures. We decided to identify a particular aspect of managing that was rather poorly practiced. For instance, we thought our coaching of subordinates was being neglected, or at least poorly done. We called together a group ol department heads, explained why we wanted a better coaching job done, explained how to go about it, and asked them all to confer with their managers concerning the need for coaching individual supervisors, the techniques to be used, and a later review of results. This way, we thought we had a direct line on a management need, and we insisted that the line managers do the training. On the whole, we feel we have got something that will work."

"I see," said Michael, who was now in a thoughtful mood. "It is not enough for top managers to show an interest in the development program. They actually have to train their own subordinates."

"That is right," concluded Jim. "If there is to be training, we have to do it. The manager is the great teacher in organized enterprise."

Q1. Can any manager be "trained" to manage better?

Q2. What should be done to get the most out of university programs?

Q3. Briefly describe your learning philosophy. If you were the director of training and development in a large company, what kind of an approach would you take?

Please provide answers to the above case studies.i am short of time and I need to submit the case study next week.Please please help me..
29th April 2010 From India, Delhi
Choos the best opstion with Solve please help

Baltimore Manufacturing Company Inc

Baltimore Manufacturing Company Inc. has developed a promising new product. The firm’s management faces choices: It can sell the new product to a company for $20000, it can hire a consultant to study the market and then make a decision, or it can arrange financing for building a factory and then manufacture & market the product.

The study will cost Baltimore $10,000 and its management believes that there is about a 50-50 chance that a favorable market will be found. If the study is unfavorable, the management figures that it can still sell the idea for $ 40,000. But even if a favorable market is found, the chance of an uultimately successful product is about 2 out of 5. A successful product will return $ 500,000. Even with an unfavorable study, a successful product can be expected about once in every ten new product introduction. If Baltimore Management decides to manufacture the product without a study, it figures there is only 1 in 4 chances of its being successful. A product failure cost $ 100,000.

John Nash, theCEO off Baltimore is in a dilemma and is unable to take a decision. He approaches a management consultant from Baltimore University for Help. As a management counsult, suggest the best course of action to Baltimore Manufacturing Company Inc.
25th July 2012 From India, Indore
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