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Three friends, Rajat, Raman, and Ansh, after completing their studies from a reputed business school in Delhi, were discussing the organisation they should be joining. Rajat was very clear about his future. He would like to take a job in the government sector as it gives him stability in his future income and the kind of work which will help him to work with greater zeal. It will also provide him with many post retirement benefits when he retires from his service. Raman wants to work with a company which has an appropriate and clear development plan for its employees and helps the employees to grow to higher levels in the organisation. In addition to this, the company should also provide facilities like free housing, free medical aid etc. Ansh said that he would prefer to work with an organisation, which has a culture of individual autonomy that is considered by employees and provides employees with the opportunity for personal growth and meaningful work experience.

All of them have different set of expectations and needs of joining an organisation.

Three friends, Rajat, Raman, and Ansh, after completing their studies from a reputed business school in Delhi, were discussing the organisation they should be joining. Rajat was very clear about his future. He would like to take a job in the government sector as it gives him stability in his future income and the kind of work which will help him to work with greater zeal. It will also provide him with many post retirement benefits when he retires from his service. Raman wants to work with a company which has an appropriate and clear development plan for its employees and helps the employees to grow to higher levels in the organisation. In addition to this, the company should also provide facilities like free housing, free medical aid etc. Ansh said that he would prefer to work with an organisation, which has a culture of individual autonomy that is considered by employees and provides employees with the opportunity for personal growth and meaningful work experience.

All of them have different set of expectations and needs of joining an organisation.

Three friends, Rajat, Raman, and Ansh, after completing their studies from a reputed business school in Delhi, were discussing the organisation they should be joining. Rajat was very clear about his future. He would like to take a job in the government sector as it gives him stability in his future income and the kind of work which will help him to work with greater zeal. It will also provide him with many post retirement benefits when he retires from his service. Raman wants to work with a company which has an appropriate and clear development plan for its employees and helps the employees to grow to higher levels in the organisation. In addition to this, the company should also provide facilities like free housing, free medical aid etc. Ansh said that he would prefer to work with an organisation, which has a culture of individual autonomy that is considered by employees and provides employees with the opportunity for personal growth and meaningful work experience.

All of them have different set of expectations and needs of joining an organisation.

Three friends, Rajat, Raman, and Ansh, after completing their studies from a reputed business school in Delhi, were discussing the organisation they should be joining. Rajat was very clear about his future. He would like to take a job in the government sector as it gives him stability in his future income and the kind of work which will help him to work with greater zeal. It will also provide him with many post retirement benefits when he retires from his service. Raman wants to work with a company which has an appropriate and clear development plan for its employees and helps the employees to grow to higher levels in the organisation. In addition to this, the company should also provide facilities like free housing, free medical aid etc. Ansh said that he would prefer to work with an organisation, which has a culture of individual autonomy that is considered by employees and provides employees with the opportunity for personal growth and meaningful work experience.

All of them have different set of expectations and needs of joining an organisation.

Three friends, Rajat, Raman, and Ansh, after completing their studies from a reputed business school in Delhi, were discussing the organisation they should be joining. Rajat was very clear about his future. He would like to take a job in the government sector as it gives him stability in his future income and the kind of work which will help him to work with greater zeal. It will also provide him with many post retirement benefits when he retires from his service. Raman wants to work with a company which has an appropriate and clear development plan for its employees and helps the employees to grow to higher levels in the organisation. In addition to this, the company should also provide facilities like free housing, free medical aid etc. Ansh said that he would prefer to work with an organisation, which has a culture of individual autonomy that is considered by employees and provides employees with the opportunity for personal growth and meaningful work experience.

All of them have different set of expectations and needs of joining an organisation.

Directing a Dissatisfied Manager

Rashmi Joshi had been a district sales manager with Fine Productions for ten years. She was recognised by her peers and supervisors as a person who managed department in a good way. However, everyone realised that Rashmi was extremely ambitious and was seeking a higher-level management position. When one of her sales representatives did a good job, she would attempt to take the credit. However, if a problem arose, she thought it was not her fault.

When the marketing manager retired, Rashmi applied for the position. The company decided to do a thorough search because of the responsibility and importance associated with the position. When the search was concluded, the decision was made to fill the position by a person from outside the company. The consensus of top management was that Rashmi, although a good district sales manager might have difficulties in working with her new peer groups. They felt that she might displease the other managers if she tried to take credit for their work and, as a result, their performance would suffer. Rashmi was heart-broken. She had wanted that particular job for a long time and had dedicated all her energies towards obtaining it.

She became very despondent and her work deteriorated. The department functioned inspite of her, not because of her. Decisions were made slowly if at all and she began to be late with her sales reports. Although her sales staff continued to be productive, Rashmi could not take the credit.

When the new marketing manager took over, one of the first major problems that he confronted was how to motivate and inspire Rashmi to her former level of performance. He recognised that Rashmi had been with the company for a long time but something had to be done to motivate her to perform really well.

Directing a Dissatisfied Manager

Rashmi Joshi had been a district sales manager with Fine Productions for ten years. She was recognised by her peers and supervisors as a person who managed department in a good way. However, everyone realised that Rashmi was extremely ambitious and was seeking a higher-level management position. When one of her sales representatives did a good job, she would attempt to take the credit. However, if a problem arose, she thought it was not her fault.

When the marketing manager retired, Rashmi applied for the position. The company decided to do a thorough search because of the responsibility and importance associated with the position. When the search was concluded, the decision was made to fill the position by a person from outside the company. The consensus of top management was that Rashmi, although a good district sales manager might have difficulties in working with her new peer groups. They felt that she might displease the other managers if she tried to take credit for their work and, as a result, their performance would suffer. Rashmi was heart-broken. She had wanted that particular job for a long time and had dedicated all her energies towards obtaining it.

She became very despondent and her work deteriorated. The department functioned inspite of her, not because of her. Decisions were made slowly if at all and she began to be late with her sales reports. Although her sales staff continued to be productive, Rashmi could not take the credit.

When the new marketing manager took over, one of the first major problems that he confronted was how to motivate and inspire Rashmi to her former level of performance. He recognised that Rashmi had been with the company for a long time but something had to be done to motivate her to perform really well.

Directing a Dissatisfied Manager

Rashmi Joshi had been a district sales manager with Fine Productions for ten years. She was recognised by her peers and supervisors as a person who managed department in a good way. However, everyone realised that Rashmi was extremely ambitious and was seeking a higher-level management position. When one of her sales representatives did a good job, she would attempt to take the credit. However, if a problem arose, she thought it was not her fault.

When the marketing manager retired, Rashmi applied for the position. The company decided to do a thorough search because of the responsibility and importance associated with the position. When the search was concluded, the decision was made to fill the position by a person from outside the company. The consensus of top management was that Rashmi, although a good district sales manager might have difficulties in working with her new peer groups. They felt that she might displease the other managers if she tried to take credit for their work and, as a result, their performance would suffer. Rashmi was heart-broken. She had wanted that particular job for a long time and had dedicated all her energies towards obtaining it.

She became very despondent and her work deteriorated. The department functioned inspite of her, not because of her. Decisions were made slowly if at all and she began to be late with her sales reports. Although her sales staff continued to be productive, Rashmi could not take the credit.

When the new marketing manager took over, one of the first major problems that he confronted was how to motivate and inspire Rashmi to her former level of performance. He recognised that Rashmi had been with the company for a long time but something had to be done to motivate her to perform really well.

Directing a Dissatisfied Manager

Rashmi Joshi had been a district sales manager with Fine Productions for ten years. She was recognised by her peers and supervisors as a person who managed department in a good way. However, everyone realised that Rashmi was extremely ambitious and was seeking a higher-level management position. When one of her sales representatives did a good job, she would attempt to take the credit. However, if a problem arose, she thought it was not her fault.

When the marketing manager retired, Rashmi applied for the position. The company decided to do a thorough search because of the responsibility and importance associated with the position. When the search was concluded, the decision was made to fill the position by a person from outside the company. The consensus of top management was that Rashmi, although a good district sales manager might have difficulties in working with her new peer groups. They felt that she might displease the other managers if she tried to take credit for their work and, as a result, their performance would suffer. Rashmi was heart-broken. She had wanted that particular job for a long time and had dedicated all her energies towards obtaining it.

She became very despondent and her work deteriorated. The department functioned inspite of her, not because of her. Decisions were made slowly if at all and she began to be late with her sales reports. Although her sales staff continued to be productive, Rashmi could not take the credit.

When the new marketing manager took over, one of the first major problems that he confronted was how to motivate and inspire Rashmi to her former level of performance. He recognised that Rashmi had been with the company for a long time but something had to be done to motivate her to perform really well.

Directing a Dissatisfied Manager

Rashmi Joshi had been a district sales manager with Fine Productions for ten years. She was recognised by her peers and supervisors as a person who managed department in a good way. However, everyone realised that Rashmi was extremely ambitious and was seeking a higher-level management position. When one of her sales representatives did a good job, she would attempt to take the credit. However, if a problem arose, she thought it was not her fault.

When the marketing manager retired, Rashmi applied for the position. The company decided to do a thorough search because of the responsibility and importance associated with the position. When the search was concluded, the decision was made to fill the position by a person from outside the company. The consensus of top management was that Rashmi, although a good district sales manager might have difficulties in working with her new peer groups. They felt that she might displease the other managers if she tried to take credit for their work and, as a result, their performance would suffer. Rashmi was heart-broken. She had wanted that particular job for a long time and had dedicated all her energies towards obtaining it.

She became very despondent and her work deteriorated. The department functioned inspite of her, not because of her. Decisions were made slowly if at all and she began to be late with her sales reports. Although her sales staff continued to be productive, Rashmi could not take the credit.

When the new marketing manager took over, one of the first major problems that he confronted was how to motivate and inspire Rashmi to her former level of performance. He recognised that Rashmi had been with the company for a long time but something had to be done to motivate her to perform really well.