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HR Case study solution on informal politics in an organization.

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  1. 1. THE DILEMMA WITHIN :<br />PARODY OR PARADOX<br />
  2. 2. INTRODUCTION<br />The case deals with the informal politics that goes on within an organization and discusses the problems as well as the opportunities related to permanent type of mentor-mentee relationship In the case the protagonist Lokesh got victimized at Alfa Inc. due to professional rivalry of Venkatesh and Rakesh., suffered humiliation and eventually got demotivated . Thus the case highlights critical issues that happen in organizations that impacts both organizational & individual performance.<br />
  3. 3. CAREER GRAPH<br />The organizations in which Lokesh Reddy worked as well as designations he held:<br /><ul><li>He started off his career as supervisor in small manufacturing firm under the production manager Mr. Venkatesh at Vishakhapatnam.</li></ul>Then he joined electronics major Alfa Inc under Venkatesh who was Zonal Sales & Services head for northern region at Gurgaon.<br />Xeta India as Deputy Manger Services based at Noida .<br />Alfa plus.<br />Presently he works with a multi-national consumer durable company Kee International as a Joint Manager at Hyderabad.<br />
  4. 4. Achievements of Lokesh Reddy<br />Was awarded as “Best Employee of the Northern Region.”<br />Additional responsibility of Production planning and Quality Assurance.<br />Was shortlisted to promote a new concept selling product that was priced 30% higher.<br />Appreciation from state head of Kee International to facilitate him for superior performance<br />
  5. 5. KEY ISSUES at ALFA INC<br />Organizational Culture & Value System: Effective organizations identify & develop a clear, concise and shared meaning of values/ beliefs, priorities, and direction so that everyone understands and can contribute.<br />Performance and Talent Management Processes. <br />
  6. 6. Contd………….<br />Role of HR in conflict Management: If turf wars, disagreements and differences of opinion escalate into interpersonal conflict, the HR management must intervene immediately. Here the case of HR manager Mr. Sarkar at Alfa Inc.<br />Grievance Handling and control of attrition.<br />Hierarchical Conflict<br />Cultural Issues and MTI<br />Openness in communication<br />Under education leading to diffidence.<br />Self-concept and lack of self awareness.<br />Lack of efforts in inter-personal relations.<br />
  7. 7. Major Issue<br />“Mentoring is a process for the informal transmission of knowledge social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development. Mentoring entails informal communication, usually face to face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less(the protégé).” (Bozeman,Feeney,2007).<br />5 major “wisdom tactics” found to be used by mentors:<br />Accompanying<br />Sowing<br />Catalyzing<br />Showing<br />Harvesting <br />
  8. 8. Do you think Venkatesh& Lokesh relationship qualify to be termed as mentor- mentee relationship?<br /><ul><li>Such relationship works well as long as manager in the same organization and employee in his team.
  9. 9. Such employees become alter-ego of the manager and a productive resource who help the manager to achieve their objectives.
  10. 10. Critical question is “Is the employee building up capabilities to independently deliver a high performance in the absence of the manager?”</li></li></ul><li>Should Lokesh continue with Kee International or join Venkatesh who is offering higher position with 30% raise?<br />Considerations:<br /><ul><li>Time frame in which he can become manager in his current company if he sustains & improves his performance.
  11. 11. Comparing his offer what is the compensation and benefits in his company for a manager.
  12. 12. Risk factors in Venkatesh joining the same company again.</li></li></ul><li>Managers as a coach<br />Venkatesh– Lokesh for him was not a mentee but a ‘Man Friday’.<br />Rakesh – Lokesh for him was a soft target a vent for his frustations.<br />Current Manager – Lokesh for him is a ‘star performer’.<br />
  13. 13. Could Lokesh have done things differently so that he could have continued to reap the benefits of his high performance and build a career?<br /><ul><li>Firstly, one should not get attached to a manager in a way that organization looks upon him as an “alter ego”of the manager.
  14. 14. Secondly, one needs to have healthy relations with his peers as well.
  15. 15. Thirdly, one needs to focus on one’s own development on a periodic basis.</li></li></ul><li>Lessons and implications of the case<br /><ul><li>Part of growth is to enhance your leadership capabilities.
  16. 16. Find out about the organizational values before deciding where one wants to work.
  17. 17. Don’t just follow an individual ; one needs to be self sufficient.
  18. 18. Being successful in an organization is not just excelling at technical skills but also being able to manage the political environment and understanding the power centres as well as inter-personal skills.
  19. 19. Work towards improving working relationships rather than accepting whatever comes as fate accomplishes.
  20. 20. To grow in one’s career, one needs to take risk and once decision is taken work around ways of how one can be successful rather than surrendering and eventually running away.</li></li></ul><li>THANK YOU<br />
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