Question

Human Behavior NET SCREEN LTd Net Screen Ltd. (NSL) is a leading company of United State...

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? ​​​​

Homework Answers

Answer #1

1)a) Lack of Communication and proper direction

b) Lack of co-ordination and teamwork

2) Sanjiv become arrogant and complacent with the growth of organization because he is not convincing the subordinates about the transformation and changes suggested by top management. on the other hand, he is often getting verbal fight with the country director.

In this case he is not properly explaining the delegation to his subordinates. So they can’t work properly to achieve the organizational goal.

He is not at all inviting ideas or suggestions from his subordinates it leads to demotivate the subordinates.

3) Poor Communication- should provide a clear image about delegation to subordinates and also allow them to interact with each other.

Lack of Coordination- should invite suggestions and ideas from the subordinates for making good decision for achieving the goals.

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