Reference no: EM131765028

Case Study Please read the following case and answer the questions followed by it. Amal was a Sales Manager for Industrial Products Company in City branch. A week ago, he was promoted and shifted to Head Office as Deputy Manager - Product Management for a division of products which he was not very familiar with. Three days ago, the company VP - Mr. George, convened a meeting of all Product Managers. Amal's new boss (Product Manager Ketan) was not able to attend due to some other preoccupation. Hence, the Marketing Director, Preet - asked Amal to attend the meeting as this would give him an exposure into his new role. At the beginning of the meeting, Preet introduced Amal very briefly to the VP. The meeting started with an address from the VP and soon it got into a series of questions from him to every Product Manager. George, of course, was pretty thorough with every single product of the company and he was known to be pushy and a blunt veteran in the field. Most of the Product Managers were very clear of George's ways of working and had thoroughly prepared for the meeting and were giving to the point answers. George then started with Amal. Amal being new to the product, was quite confused and fared miserably. Preet immediately understood that George had possibly failed to remember that Amal was new to the job. He thought of interrupting George's questioning and giving a discrete reminder that Amal was new. But by that time, George who was pretty upset with the lack of preparation by Amal made a public statement "Gentlemen, you are witnessing here an example of sloppy work and this can't be excused". Now Preet was in two minds - should he interrupt George and tell him that Amal is new in that position OR should he wait till the end of the meeting and tell George privately. Preet chose the second option. Amal was visibly angry at the treatment meted out by George but he also chose to keep mum. George quickly closed the meeting saying that he found in general, lack of planning in the department and asked Preet to stay back in the room for further discussions. Before Preet could give any explanation on Amal, George asked him "Tell me openly, Preet, was I too rough with that boy?" Preet said "Yes, you were. In fact, I was about to remind you that Amal is new to the job". George explained that the fact that Amal was new to the job didn't quite register with him during the meeting. George admitted that he had made a mistake and asked his secretary to get Amal report to the room immediately. A perplexed and uneasy Amal reported to George's room after few minutes. George looking Amal straight into his eyes said "I have done something which I should have never even thought of and I want to apologize to you. It is my mistake that I did not recollect that you were new to the job when I was questioning you". Amal was left speechless. George continued "I would like to state few things clearly to you. Your job is to make sure that people like me and your bosses do not make stupid decisions. We have good confidence in your abilities and that is why we have brought you to the Head Office. For everybody, time is required for learning. I will expect you to know all the nuances of your product in three month time. Until then you have my complete confidence". George closed the conversation with a big reassuring handshake with Satish.

1. Identify several concepts and characteristics from the field of Human Resources Management that this case illustrates.

2. As a Human Recourses Manager give your advice to improve performance of employees in order to suit them for global business challenges