Question

NET SCREEN LTD.

10 Marks

Net Screen Ltd. (NSL) is a leading company of United State with Head Quarter at lowa state. The network security and protection industry is growing at an annual growth rate of 12 -15% during the last 5 years. The company is keen to develop a design and development centre in India. Accordingly, company identified Hyderabad, Chennai and Bangalore as one of the city for establishing India centre. In 2001 company selected Bangalore as the ideal location for its office in India. The company deputed its recruiting agency to recruit a General Manager (in-charge of hardware and software group) who would report to country director. The recruitment agency forwarded the name of Sanjiv, 41 years of age a B. Tech with 18-years of industrial experience including a few foreign assignments at Singapore, Bangladesh, Nepal, Afghanistan etc. The core team from NSL was highly impressed by Sanjiv's performance at the interview and offered him the job.

Sanjiv joined the NSL in August 2001 in the first 6 months after joining the company he was actively involved in the performance of company and recruited many engineers to join hardware and software groups. However, by Sept. 2002 Sanjiv's behaviour started changing and this was apparent from the various decisions taken by him. For example, the new recruits were invited for a pep talk immediately after the orientation programme, however during this meeting Sanjiv did most of the talking and did not encourage the new entrants to open and mingle with each other.

questions

i. Very often Sanjiv was heard voicing aloud on finding it difficult to give clear cut directions and delegate properly to his subordinate.

ii. At times, his subordinates found it more apt to approach the Country Director's office and seek clarity with regards to their work.

iii. When top management took strategic decisions to reorganise groups, adopt new production technologies and reduce its work force Sanjiv found it extremely difficult to implement the needed adaptations. Very often

note: detailed answers is required

Human Behavior

NET SCREEN LTD

Net Screen Ltd. (NSL) is a leading company of United State with Head Quarter at lowa state. The network security and protection industry is growing at an annual growth rate of 12 -15% during the last 5 years. The company is keen to develop a design and development centre in India. Accordingly, company identified Hyderabad, Chennai and Bangalore as one of the city for establishing India centre. In 2001 company selected Bangalore as the ideal location for its office in India. The company deputed its recruiting agency to recruit a General Manager (in-charge of hardware and software group) who would report to country director. The recruitment agency forwarded the name of Sanjiv, 41 years of age a B. Tech with 18-years of industrial experience including a few foreign assignments at Singapore, Bangladesh, Nepal, Afghanistan etc. The core team from NSL was highly impressed by Sanjiv's performance at the interview and offered him the job.

Sanjiv joined the NSL in August 2001 in the first 6 months after joining the company he was actively involved in the performance of company and recruited many engineers to join hardware and software groups. However, by Sept. 2002 Sanjiv's behaviour started changing and this was apparent from the various decisions taken by him. For example, the new recruits were invited for a pep talk immediately after the orientation programme, however during this meeting Sanjiv did most of the talking and did not encourage the new entrants to open and mingle with each other.

i. Very often Sanjiv was heard voicing aloud on finding it difficult to give clear cut directions and delegate properly to his subordinate.

ii. At times, his subordinates found it more apt to approach the Country Director's office and seek clarity with regards to their work.

iii. When top management took strategic decisions to reorganise groups, adopt new production technologies and reduce its work force Sanjiv found it extremely difficult to implement the needed adaptations. Very often he was seen getting into verbal fights with Country Director, and not able to convince his subordinates about the new transformations and changes suggested by the top management.

iv. Sanjiv was called by his Country Director and was directed to modify his behaviour in his own interest and company interest. However, Sanjiv took the instructions/warning very lightly.

v. The performance of the company started showing negative trend. Thus one day Sanjiv was asked to resign and leave NSL.

Questions

1 What are the key problems /issues in the present case? ​​​​   

2 Do you think Sanjiv become arrogant and complacent with the growth in the company? Justify your stance. ​​​​​​​​​   

3 What are the key problems noticed in Sanjiv's behaviour? What suggestions you would offer to him to modify his behaviour? ​​​​​​​

Note please every question in detail

Answer 1

Ans 1) The key problems/issues in the present case are that one of the employee Sanjiv who performed extremely well in his initial days was not performing later on. His behavior changed afterward and his subordinates could not understand what was their work. In fact, they had to seek clarity for their work from the Country Director's office. Sanjiv could not delegate and give clear directions to his subordinates and this affected the company's performance as a whole. He even got into verbal fights with Country Director and could not adapt himself and also could not convince his subordinates to the transformations or adoption of new technologies which was being given by the top management.

Ans 2) No, I do not think Sanjiv became arrogant and complacent with the growth in the company as he was new in the company and during his first six months of joining he actively participated in the performance of the company but only after one year his behavior started to change and I think there may be some other problems from which he was suffering and because of which he could not even delegate work to his subordinates properly and got into verbal fights with the Country Director more often.

Ans 3) The key problems which were being noticed in Sanjiv's behavior are that he could not delegate work to his subordinates, he found difficult to adapt to new technologies which were being given by top management, frequently getting into verbal fights with the Country Director and not able to convice his subordinates to adapt to the change processes, not taking instructions/warnings given by the Country Director seriously.

The suggestions which I would offer him to modify his behavior are given below-

• If he is suffering from any kind of problem then he should talk about this with his supervisor so that his supervisor may help him in modifying his behavior.
• He should take a break from his work for some days so that he can focus on things and can come back to work with full energy.
• If he has any personal problems then he should not mix it up with his professional life because when we mix up our personal problems in professional life then we cannot handle things properly and thus our performance goes down. We may get into fights in the workplace on issues which do not require to fight or may even scold someone unnecessarily because we had a bad day at home and this may deteriorate our relationships with other employees.