CASE STUDY : BACKFIRED SURMISE

What went wrong and where?

THE TEAM

• Kundan Kumar.

• Varsha Bisht.

• Navdeep Dahiya.

• Manoj Kajla.

• Mritunjay Pandey.

• Amit Kumar.

• Bhumil Rastogi.

• Ajay K Raina

QUESTION NO 1 • Does Company have an orientation programme

(OP)? If yes, how effective is it?

• Response:- – Ruling out existence of an orientation programme is not

feasible since the case study is silent about the same.

– If it were there, its content and thought process needs to be re-visited.

– Alternatively, if it were there, probably degree of seriousness that it deserved was not attached despite a well thought of content.

– If it were not there at all, the void is too stark to be ignored.

QUESTION NO 2 • If I were Naik…..

– Onus of error, while exercising authority that has not been vested in me in the first place, is entirely mine.

– At such a senior position, such issues must have been clarified at the outset; I am no novice.

– Ideally, such issues should have been clarified either during orientation programme or on the job training, whichever was applicable.

– Ironically, if I could negotiate my pay package, I should have at least given a thought to my authority in the new hierarchy

– I would probably confess my ignorance rather than being arrogant about it. Saying sorry to my boss would have been a better approach rather than taking a stand out of ego.

– I must flag this issue for future entrants if I were to continue.

LESSONS LEARNT

• Orientation Programme, irrespective of level of entry, its modus operandi and its duration, must be well thought of and executed in the correct manner.

• It is as important for the employee to find out as it is for the employer to feed.

• Interaction with higher management is a must if the entry level itself is high.

• Use of history, past practices and knowledge of lower dealing staff can come to rescue if it is the very first time.

THANK YOU