Human Behavior
NET SCREEN LTd
Net Screen Ltd. (NSL) is a leading company of United State
with Head Quarter at lowa state. The network security and
protection industry is growing at an annual growth rate of 12 -15%
during the last 5 years. The company is keen to develop a design
and development centre in India. Accordingly, company identified
Hyderabad, Chennai and Bangalore as one of the city for
establishing India centre. In 2001 company selected Bangalore as
the ideal location for its office in India. The company deputed its
recruiting agency to recruit a General Manager (in-charge of
hardware and software group) who would report to country director.
The recruitment agency forwarded the name of Sanjiv, 41 years of
age a B. Tech with 18-years of industrial experience including a
few foreign assignments at Singapore, Bangladesh, Nepal,
Afghanistan etc. The core team from NSL was highly impressed by
Sanjiv's performance at the interview and offered him the
job.
Sanjiv joined the NSL in August 2001 in the first 6 months
after joining the company he was actively involved in the
performance of company and recruited many engineers to join
hardware and software groups. However, by Sept. 2002 Sanjiv's
behaviour started changing and this was apparent from the various
decisions taken by him. For example, the new recruits were invited
for a pep talk immediately after the orientation programme, however
during this meeting Sanjiv did most of the talking and did not
encourage the new entrants to open and mingle with each
other.
i. Very often Sanjiv was heard voicing aloud on finding it
difficult to give clear cut directions and delegate properly to his
subordinate.
ii. At times, his subordinates found it more apt to approach
the Country Director's office and seek clarity with regards to
their work.
iii. When top management took strategic decisions to
reorganise groups, adopt new production technologies and reduce its
work force Sanjiv found it extremely difficult to implement the
needed adaptations. Very often he was seen getting into verbal
fights with Country Director, and not able to convince his
subordinates about the new transformations and changes suggested by
the top management.
iv. Sanjiv was called by his Country Director and was directed
to modify his behaviour in his own interest and company interest.
However, Sanjiv took the instructions/warning very lightly.
v. The performance of the company started showing negative
trend. Thus one day Sanjiv was asked to resign and leave NSL.
Questions
1 What are the key problems /issues in the present case?
2 Do you think Sanjiv become arrogant and complacent with the
growth in the company? Justify your stance.
3 What are the key problems noticed in Sanjiv's behaviour?
What suggestions you would offer to him to modify his behaviour?