Final Exam-HRM Issues in Pakistan (HRM408) W-5996

Baber had worked for a large service organization for close to twenty years. As the only person who
managed a key research arm of the Company, he had survived many successions of ownership and
leadership. Over the years he had managed to move up in the organization at a steady pace. He continued
to build on his skills and maintain control over his area of expertise in research.

Over a period of about two years, the company went from a family owned business with a strict
hierarchy to an outside owner who flattered the organization structure, giving individual more
opportunity and responsibility. In addition, the company went through a dramatic restructuring that
demanded more self direction and personal accountability from every employee.

During the first year under the new ownership, tensions built in Baber’s team between himself and other
members for two reasons. The first was that Baber had always maintained unanimity in his area of
expertise. Although he related with the team in research planning and strategy, he maintained control
over access to vital information in the database. This control was reinforced by the fact that it was
housed in an antiquated and user-unfriendly computer that only Baber knew how to use.

The dependence on Baber created problems on both sides of the issue. Baber felt pressured to provide
information. “on demand” whenever people wanted without a real appreciation for hi flexibility or
skills. He was often interrupted with urgent demands where he had to drop everything he was doing to
write a database query. He felt no one wanted to take the time to learn the cumbersome computer system
and did his best to accommodate every one’s needs.

On the other side, team members were frustrated by being dependent and felt Baber was unwilling to
share knowledge by cross training them in using the system. Baber had even joked that the database
was his” job security”. With increased pressure and responsibilities, it was easier for everyone involved
to simply ask Baber for the information. And so the dependence and frustration on both sides continued.

The second area of tension revolved around Baber’s apparent resistance to change and reclusive
behaviour in general. He was seen by team members as someone who was very capable, but who did
not take enough initiative to accept new tasks. While other members were taking on multiple roles,
often working long hours to compensate for the reorganization, Baber maintained his original duties
and hours as if no changes had occurred.

He also did not spend a lot of time talking to people in his team, spending most of his time in his office.
He expected to be kept informed, however regarding issues, events, or meetings and reacted defensively
when he was not told about something. The other members felt the opposite –that they did not think it
was fair for them to be responsible for updating Baber on every issue on top of their other
responsibilities. “ How many times a day does he walk by without saying a word, but then he expects
us to keep hi informed on every event.” They felt he needed to take responsibility to stay informed and
involved with team

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Questions

1) After reading the above, what 'Leadership Grid' style do you think Babar has? (4 Marks)
2) Give specific reasons for your evaluation of Babar's 'Leadership Grid' style (Your answer
should be minimum 500 words). (13 Marks)
3) As an organizational psychologist, what would be your suggestion to Babar to overcome
his leadership challenges? Outline concrete steps that Babar can follow to become a high
concern leaders for production and high concern for people ( your answer should be
minimum 600 words) (Marks 15)
4) What would you suggest the CEO of Babar's company to ensure that other leaders in the
company not develop the leadership style similar to Babar. (Your answer should be minimum
400 words) (Marks 08)

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