Read the case carefully and answer the questions.QUESTION :1. Should the chairman accept the resignation of Dr. Gupta?2. Should Dr. Gupta leave the organization or not? Cases of Indian Organizations439CASE 3:DR. RAJAN GUPTA'S MISERYMr. Rajesh Talwar, Managing Director was searching for a professional who would becapable of initiating and implementing HRD activities in his organization. One day he meta person who he felt would be the most suitable person for his company. Dr. Rajan Guptawas a highly qualified person in the area of HRD. Prior to joining this company, he hadserved as faculty in premier institutes in India and had established a name for himself inconducting consulting and training (management development program).Dr. Rajan Gupta joined this company as Deputy General Manager, HRD in March 1999reporting to Col. Hemang Karandhikar, Vice President Human Resources (VP-HR).Col. Karandhikar, who was an ex-serviceman, had joined this company five years ago asSecurity Chief, and later moved to grab the position of VP-HR and Administration. He didnot even know the concepts and practices of HRD.Dr. Gupta was very enthusiastic about this company and its intentions, and immediatelyprepared a detailed plan of HR initiatives with budgetary provisions for the current year.HRD ActivitiesDurationExpenditure1. Clima/Satisfaction surveyrol3 monthRs. 50,000/-2. Training need analysis3 monthRs. 50,000/-3. Training/Intervention12 monthsRs. 4,00,000/-4. HRD newsletter4 nos. in 1 yearRs. 80,000/-Dr. Gupta went to meet Col. Karandhikar with his proposal. Col. Karandhikar said,"Don't worry, I will see your proposal" and instructed him to prepare the appointmentletters for 35 engineers (diploma holders) who had been selected last month, and bring themfor his signature. Dr Gupta immediately complied with his orders. After a lapse of one week,Dr. Gupta again went to his boss to know about the fate of his proposal. Col. Karandhikarsaid that his proposal was not proper and whatever suggestion he had made, it was notpossible to implement. If he was interested to pursue this matter further, he should meet theAdvisor in the corporate office in Delhi.Dr. Gupta went to meet the Advisor who also gave him a long lecture and suggestions,which did not fit into the initiatives, suggested by him. In due course Dr. Gupta becamefrustrated and in an effort to prove his point, he met Mr. Kalyan Bajpayee, Director (Operations)and Plant Head. Mr. Bajpayee after patiently hearing Dr. Gupta, asked him to workindependently.Dr. Gupta, taking the cue from Mr. Bajpayee, began with the satisfaction and climatesurvey to identify the gaps and found the areas where training was required for improvement.He also began publication of HRD Newsletter to highlight the activities done by the HRdepartment. All these activities were in opposition to the wishes of Col. Karandhikar.In the meantime when the things were moving smoothly, VP (HR) felt insulted andinformed the promoters about these activities. Promoters in their effort to curb these activitiespositioned one advisor from the Corporate on transfer to be placed in the plant. AgainDr. Gupta started having problem with Advisor, as he also did not know about HRDconcepts and practices. Dr. Gupta went again for rescue to Mr. Bajpayee but later found tohis surprise that Mr. Bajpayee had quit the job. 440Human Resource ManagementDr. Gupta met Mr. Talwar, Managing Director in Delhi who in turn changed hisreporting relationship from Col. Karandhikar, HR Head (Plant) to Mr. Sanjay Singh, HRhead (Corporate) in Delhi. Fifteen days later Mr. Talwar instructed Dr. Gupta to develop atraining program for top management in managing change, in consultation with Centre forOrganization Development-Hyderabad. Dr. Gupta began his liaison with COD and keptMr. Talwar and Mr. Singh informed about the developments.When Dr. Gupta was to leave for Hyderabad next day for finalizing the program, he sentthe travel plan to Mr. Talwar for approval and a copy to Mr. Singh. Mr. Talwar put a remark,"Dr. Gupta: your tour program is cancelled and you cannot move tomorrow", while Mr.Talwar kept silent on all communications made to him.Consequent upon these happenings, Dr. Gupta wrote a letter to the Chairman that hewas resigning because he felt constrained to carry out his activities in this company.Questions1. Should the chairman accept the resignation of Dr. Gupta?2. Should Dr. Gupta leave the organization or not?3. Why did he take a drastic step of resigning from the company?4. What steps the company needs to undertake to empower their employees to initiateHR activities in the company?en bosd bl ortwmdi gd bbne IgolbeelendwvA m oeviteitinn long olt vi s e begslew M GRHb betleennvo wmilmeA nel wCRH ods bno slaoooba bwgo o g bas ondo bet M sene

Human resource development might be significant for organizations to perform better. The training…

Answered: QUESTION : 1. Should the chairman…

QUESTION : 1. Should the chairman accept the resignation of Dr. Gupta? 2. Should Dr. Gupta leave the organization or not?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter12: Managing Human Talent

Section: Chapter Questions

Problem 1SGB

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