Case Study

Jalal worked at the Industrial Products Company's City branch as a sales manager. He was
promoted and transferred to Head Office as Deputy Manager - Product Management for
a product division with which he was unfamiliar just a week ago. Mr. Hamid, the
company's vice president, arranged a meeting of all Product Managers three days earlier.
Due to a prior commitment, Jalal's new boss (Product Manager Ketan) was unable to
attend. As a result, Preet, the Marketing Director, invited Jalal to the meeting so that he
could get experience in his new capacity.

Preet gave a brief introduction of Jalal to the VP at the start of the meeting. The meeting
began with a speech from the VP, who then proceeded to ask each Product Manager a
series of questions. Hamid, of course, was very comprehensive with all of the company's
products, and he was known for being a pushy and blunt veteran in the industry. The
majority of the Product Managers were well-versed in Hamid's working methods, had
thoroughly prepared for the meeting, and were providing succinct responses. Then Hamid
moved on to Jalal. Jalal, who was unfamiliar with the goods, was befuddled and failed
terribly.

Preet realized right away that Hamid had forgotten that Jalal was a newcomer to the
company. He considered interrupting Hamid's inquiry and quietly reminding him that Jalal
was new. But by that time, Hamid, who was furious at Jalal's lack of preparation, had
made a public speech, saying, "Gentlemen, you are witnessing an example of poor work
that cannot be overlooked."

Preet was torn between interrupting Hamid and informing him that Jalal was new in that
position and waiting until the conclusion of the discussion to inform Hamid quietly. Preet
decided to go with the second choice.

Jalal was plainly enraged by Hamid's treatment, but he chose to remain silent. Hamid
swiftly concluded the meeting by stating that the department lacked strategy in general
and asking Preet to remain in the room for further discussion.
"Tell me freely, Preet, was I too rough with the boy?" Hamid said before Preet could
explain anything about Jalal. According to Preet, "You were, indeed. I was about to tell
you that Jalal is a new employee ". The fact that Jalal was new to the job didn't register
with Hamid during the meeting, he explained. Hamid realized he'd made a mistake and
instructed his secretary to summon Jalal to the room right away.

After a few minutes, a bewildered and anxious Jalal reported to Hamid's chamber.
Hamid, who was staring Jalal in the eyes, stated "I've done something I shouldn't have
done, and I'd like to apologize to you for it. It was my error in not remembering that you
were new to the position when I questioned you ".

Jalal couldn't say anything.

Hamid went on "I'd like to make a few points very plain to you. It is your responsibility to
ensure that people like myself and your managers do not make rash decisions. We have
high expectations of you, which is why we have brought you to the headquarters. Time is
essential for everyone to learn. In three months, I expect you to be well-versed in all
aspects of your product. Until then, you have my full support ". With a huge reassuring
handshake, Hamid ended the conversation with Jalal.

Questions:

1. Was it at all necessary for Hamid to apologise to such a junior employee like Jalal?

2. If you were in Jalal's place, how would you to respond to Hamid's apology?

3. Was Hamid correct in saying that Jalal is there to correct the "stupid mistake" of his
boss and Hamid?

4. Would you employ Hamid in your company?

5. Did Preet make a mistake by not intervening during the meeting and correct Hamid's
misconception about Jalal?

6. As an HR man, how would you define the character of Hamid - bullying but later
regretting? Does his attitude need to be corrected?

7. Would you be happy to have Hamid/Preet as your boss?

Possible solutions

1. Yes, it was necessary for Hamid to apologise to Jalal. Even though Jalal is new to the
Head Office and is much junior to Hamid, in order to keep up the morale of Jalal, Hamid
should apologise. This will not only reassure Jalal's attachment towards the company but
also motivate him in learning things faster.

2. If I were in Jalal's place, I would thank Hamid and promise him to learn things well
within the given time.

3. The word 'stupid mistake' creates confusion. Hamid only meant that Jalal should not
make the top-authorities feel that they have made a wrong decision by promoting Jalal.
What Hamid wanted was Jalal's support. Hence, the bosses expect Jalal to work according
to the policy (both written and unwritten) of the company.

4. Yes, I would employ Hamid in my company. The ability of one to realise his mistake is
truly appreciable especially if he is in a much senior position.
5. Not really. It was alright for Preet to remain quiet during Hamid's talk. But he made it
a point to remind him after the meeting.

6. Hamid is a natural task-oriented leader. He becomes people - oriented only when

stimulated. When he is into a task he does it with full dedication. He is a trustworthy
person. He has to enhance his soft-skills by making himself an equally task-oriented and
people-oriented leader.

7. Yes, I would be happy to have Hamid or Preet as my boss. A general comment: Jalal's
boss should have familiarised Jalal with the formalities of the meeting with Hamid.

Conclusion:
When a person goes up in a career ladder, he has to have an overall view of the people
and the processes. He has to understand that it is people who do the processes. He has
to understand the importance of HR Management. At the same time, he should be
uncompromising in the processes and quality. This would make a leader a class apart.