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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. Therefore he decided to transfer some of his authority to Rashmi. For motivating her and simultaneously achieving efficient functioning of the department.

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. Therefore he decided to transfer some of his authority to Rashmi. For motivating her and simultaneously achieving efficient functioning of the department.

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. Therefore he decided to transfer some of his authority to Rashmi. For motivating her and simultaneously achieving efficient functioning of the department.

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. Therefore he decided to transfer some of his authority to Rashmi. For motivating her and simultaneously achieving efficient functioning of the department.

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. Therefore he decided to transfer some of his authority to Rashmi. For motivating her and simultaneously achieving efficient functioning of the department.

Everyone realised that Kalyani Joshi 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. For Adarsh, the general manager, providing good and effective direction is a challenging task as it involves many complexities. Adarsh, the general manager, has to deal with people like Kalyani Joshi with diverse backgrounds and expectations. This complicates the directing process. Adarsh is of the viewpoint that directing techniques must help every individual in the organisation to contribute to his maximum for achievement of organisational objectives. Adarsh holds a convincing thought that employee rewards and work efficiency are complimentary to each other. Adarsh ensured that every person in his organisation should receive instructions from one superior only. Adarsh also ensured that appropriate motivational and leadership techniques should be used while directing the people based on subordinate needs, capabilities, attitudes and other situational variables. Adarsh tried to maintain effective managerial contact across all the levels in the organisation, making direction effective. He conveyed clear instructions to create total understanding to subordinates.

Everyone realised that Kalyani Joshi 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. For Adarsh, the general manager, providing good and effective direction is a challenging task as it involves many complexities. Adarsh, the general manager, has to deal with people like Kalyani Joshi with diverse backgrounds and expectations. This complicates the directing process. Adarsh is of the viewpoint that directing techniques must help every individual in the organisation to contribute to his maximum for achievement of organisational objectives. Adarsh holds a convincing thought that employee rewards and work efficiency are complimentary to each other. Adarsh ensured that every person in his organisation should receive instructions from one superior only. Adarsh also ensured that appropriate motivational and leadership techniques should be used while directing the people based on subordinate needs, capabilities, attitudes and other situational variables. Adarsh tried to maintain effective managerial contact across all the levels in the organisation, making direction effective. He conveyed clear instructions to create total understanding to subordinates.

Everyone realised that Kalyani Joshi 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. For Adarsh, the general manager, providing good and effective direction is a challenging task as it involves many complexities. Adarsh, the general manager, has to deal with people like Kalyani Joshi with diverse backgrounds and expectations. This complicates the directing process. Adarsh is of the viewpoint that directing techniques must help every individual in the organisation to contribute to his maximum for achievement of organisational objectives. Adarsh holds a convincing thought that employee rewards and work efficiency are complimentary to each other. Adarsh ensured that every person in his organisation should receive instructions from one superior only. Adarsh also ensured that appropriate motivational and leadership techniques should be used while directing the people based on subordinate needs, capabilities, attitudes and other situational variables. Adarsh tried to maintain effective managerial contact across all the levels in the organisation, making direction effective. He conveyed clear instructions to create total understanding to subordinates.

Everyone realised that Kalyani Joshi 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. For Adarsh, the general manager, providing good and effective direction is a challenging task as it involves many complexities. Adarsh, the general manager, has to deal with people like Kalyani Joshi with diverse backgrounds and expectations. This complicates the directing process. Adarsh is of the viewpoint that directing techniques must help every individual in the organisation to contribute to his maximum for achievement of organisational objectives. Adarsh holds a convincing thought that employee rewards and work efficiency are complimentary to each other. Adarsh ensured that every person in his organisation should receive instructions from one superior only. Adarsh also ensured that appropriate motivational and leadership techniques should be used while directing the people based on subordinate needs, capabilities, attitudes and other situational variables. Adarsh tried to maintain effective managerial contact across all the levels in the organisation, making direction effective. He conveyed clear instructions to create total understanding to subordinates.

Everyone realised that Kalyani Joshi 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. For Adarsh, the general manager, providing good and effective direction is a challenging task as it involves many complexities. Adarsh, the general manager, has to deal with people like Kalyani Joshi with diverse backgrounds and expectations. This complicates the directing process. Adarsh is of the viewpoint that directing techniques must help every individual in the organisation to contribute to his maximum for achievement of organisational objectives. Adarsh holds a convincing thought that employee rewards and work efficiency are complimentary to each other. Adarsh ensured that every person in his organisation should receive instructions from one superior only. Adarsh also ensured that appropriate motivational and leadership techniques should be used while directing the people based on subordinate needs, capabilities, attitudes and other situational variables. Adarsh tried to maintain effective managerial contact across all the levels in the organisation, making direction effective. He conveyed clear instructions to create total understanding to subordinates.