Case Study

Smith 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. Smith's new boss (Product Manager) was not able to attend due to some other preoccupation. Hence, the Marketing Director - Donald - asked Smith to attend the meeting as this would give him an exposure into his new role.

At the beginning of the meeting, Donald introduced Smith 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 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 Smith. Smith being new to the product, was quite confused and fared miserably.

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

Now Donald was in two minds - should he interrupt George and tell him that Smith is new in that position or should he wait until the end of the meeting and tell George privately. Donald chose the second option.

Smith 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 Donald to stay back in the room for further discussions.

Before Donald could give any explanation on Smith, George asked him "Tell me openly, Donald, was I too rough with that boy?" Donald said, "Yes, you were. In fact I was about to remind you that Smith is new to the job". George explained that the fact that Smith was new to the job did not quite register with him during the meeting. George admitted that he had made a mistake and asked his secretary to get Smith report to the room immediately.

A perplexed and uneasy Smith reported to George's room after few minutes.

George looking Smith straight into his eyes said " I have done something which I should have never even thought of and I want to apologies to you. It is my mistake that I did not recollect that you were new to the job when I was questioning you."

Smith was left speechless.

George continued " I would like to state few things clearly to you. Your job is to make sure that people like your bosses and me 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 of time. Until then you have my complete confidence."

George closed the conversation with a big reassuring handshake with Smith.

Now answer the questions in this case study:

1. Justify if it was necessary or not for George to apologies to a junior employee like Smith.

2. As an HR man, how would you define the character of George - bullying but later regretting? Does his attitude need to be corrected?

3. Would you be happy to have George/Donald as your boss? Why?

4. Would you employ George in your company? What are the reasons for your choice?

5. Do you think Donald was at fault for the whole scenario? Was there anything he could do in managing the whole scenario in a better way?