Case Study on Inter-Personal Relations – Case 10

Examine the following scenario attentively and respond to the questions at the conclusion and Find out inter-personal relations depicted in this case:

Inter-Personal Relationships/MBO

An engineering company with 50 years of success behind it, Vikas Pvt. Ltd., is well-known across India for its high-quality goods. In a short period of ten years, despite having a humble beginning, it rose to become the industry’s leading supplier of crucial spare parts and equipment for the engineering and transportation sectors.

It later advanced quickly in several product lines, including electronics, thanks to the introduction of industrial planning, which was started by the Government of India. This was also due to its position in the engineering industry. Its assets were in the range of Rs. 200 crores in 1960, and it employed over 10,000 people throughout all major industrial hubs in India.

With management becoming more complicated, senior management often debated the necessity to reorganise the whole company along functional lines before introducing decentralised administration on April 1, 1974.

Since 1964, Mr. Vasudeva, a Harvard MBA graduate with a background in mechanical engineering, has been in head of the Mechanical Engineering Section. In April 1974, he received a promotion to Chief Executive of the Division.

This was done in honour of his great work in helping to create new product lines, particularly in the field of compressor-cumulative-vacuum pumps. In fact, the company established a solid reputation in the export market and won an export prize between 1973 and 1974.

Mr. Vasudeva was also renowned for his integrity, leadership, and decisiveness. Being a great engineer, he constantly put out effort to be one step ahead of his rivals in the industry. The management was really proud of him since he was essentially a thing-tank.

He has been revamping the export model-T compressor-cumvacuum pump set for the last six months. He was confident after talking to his international counterparts that with a little more work, the business could revamp the model and cut manufacturing costs while increasing productivity by 16–20%. He

was totally dependent on Mr. Hanuman, a foreman of extraordinary talent and perseverance. Additionally, Mr. Hanuman had a positive influence on others around him and earned the respect of his direct reports.

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Everyone involved believed it was undesirable to inform others of what was occurring on the work floor since the manufacture of the new model was still in its early stages. Furthermore, concealment was the way business was conducted, so it was obvious to the foreman and others reporting to him that this issue would not be brought to the attention of Mr. Keshav, the new Works Manager and a recent hire.

They were completely absorbed in their new position and always appreciated any compliments that their leader, Mr. Vasudeva, offered when he visited the shop floor.

Young and vivacious Mr. Keshav has a flare for mechanical engineering goods. Although he had taken a few courses in productivity control and materials management, he knew nothing about management.

He always placed a strong emphasis on correct supervision actions, was knowledgeable in his line of work, and always anticipated that others would complete their tasks on time. He could never put up with lack of discipline. He was known among his coworkers as “the genuine fire-brand” of the business.

Before leaving for home one evening, Mr. Keshav went to the shop floor where he saw six machinists and assistants working on creating a replacement component for the pump set following Mr. Vasudeva’s instructions. Mr. Kesav was pleased to see his subordinates so invested in their job.

However, when he realised that what they were doing was not a typical aspect of their business, his joy disappeared like morning mist. “Oh, dear. What in the hell are you doing? “He said angrily.

The workers were perplexed, they did not know what to say. But Mr. Hanuman soon showed up and explained the current project and the advantages of its success.

The Works Manager got very angry with Hanuman and reprimanded him severely. In reality, he was scolded in the presence of his subordinates and technicians working on the shop-floor.

Mr. Hanuman was perplexed and hurt. As if this was not enough he got a show cause notice from the Works Manager demanding an answer within 24 hours. This was adding insult to injury. He had no option but to report to the head, but to his disappointment, he learned that Mr. Vasudeva had already departed on international tour and was anticipated return a month later.

Mr. Hanuman was hounded and travelled from pillar to post, but he felt as if he was nearing a dead end. He went to the General Manager and gave him his resignation letter after becoming frustrated and upset.

Mr. Hanuman was renowned for his integrity, frugality, and diligence. He had only been able to advance from the position of an ordinary assistant to that of foreman within a 10-year period by the effort of hard labour.

Everyone was aware of his contribution to the creation of a new Model-T vacuum pump set prototype. His one flaw was that he was very sensitive and would never budge on anything that would undermine his character or decency. He was revered by everybody in general.

His resignation’s word spread like wildfire. The technicians, employees, and other supporters of his cause were frightened and anxiously awaited the result.

The case raises the following issues:

1. Was it correct for the GM to accept Mr. Hanuman’s resignation?

2. Given that Mr. Keshav was the Works Manager, was it a good idea to keep him in the dark about the ongoing project?

3. Mr. Keshav rebuke Mr. Hanuman in a hasty manner?

4. What steps need to be made right away?

5. How will this occurrence affect everyone involved?

Case Study on Inter-Personal Relations – Case 10

Inter-Personal Relationships/MBO

The case raises the following issues:

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