Poor Sanjay!

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One Monday morning Sanjay Nagpal, a recent recruit from a reputed management institute in Manipal walked into the sales office at Chennai as a new sales trainee. Raghavan, the Zonal Sales Manager for a large computer hardware firm was there to greet him. Raghavan’s job consisted of overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivendrum. The sales growth of computers, parts and other office equipment in his area was highly satisfactory, especially in recent years – thanks to the developmental initiatives taken by respective State Governments in spreading computer education in offices, schools, colleges, banks and other institutions. Raghavan had collected several sales reports, catalogues and pamphlets describing in detail the types of office equipment sold by the company. After a pleasant chat about their backgrounds, Raghavan gave Sanjay the collected material and showed him to his assigned desk. Thereafter Raghavan excused himself and did not return. Sanjay spent the whole day scanning the material and at 5.00 pm he picked up his things and went home. Questions:

1. what do you think about Raghavan’s training programme?
2. What type of sale training programme would you suggest?
3. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods?

2. Is Rajat in needs of Remedial Training? 

Rajat Sharma has been employed for six months in the accounts section of a large manufacturing company in Faridabad. You have been his supervisor for the past three months. Recently you have been asked by the management to find out the contributions of each employee in the Accounts Section and monitor carefully whether they are meeting the standards set by you. 

A few days back you have completed your formal investigation and with the exception of Rajat, all seem to be meeting the targets set by you. Along with numerous errors, Rajat’s work is characterized by low performance – often he does 20 percent less than the other clerks in the department. 

As you look into Rajat’s performance review sheets again, you begin to wonder whether some sort of remedial training is needed for people like him. 


1. As Rajat’s supervisor can you find out whether the poor performance is due to poor training or to some other cause? 

2. If you find Rajat has been inadequately trained, how do you go about introducing a remedial training programme? 

3. If he has been with the company six months, what kind of remedial programme would be best? 

4. Should you supervise him more closely? Can you do this without making it obvious to him and his co-workers? 

5. Should you discuss the situation with Rajat?

3.Indian Airlines HR Problems

“There could scarcely be a more undisciplined bunch of workers than IA’s 22,000 employees.” - Business India, January 25, 1999.


Indian Airlines (IA) – the name of India’s national carrier conjured up an image of a monopoly gone berserk with the absolute power it had over the market. Continual losses over the years, frequent human resource problems and gross mismanagement were just some of the few problems plagued the company. |Widespread media coverage regarding the frequent strikes by IA pilots not only reflected the adamant |[pic][pic] | |attitude of the pilots, but also resulted in increased public resentment towards the airline. IA’s | | |recurring human resource problems were attributed to its lack of proper manpower planning and | | |underutilization of existing manpower. | | | |...
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