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hey guys try to solve this case.its really interesting.
CASE STUDY 8
WHY HUMAN RELATIONS IN MANAGEMENT ?
DR. R. S. DWIVEDI
In the course of an informal discussion with his friend Mr. Bans Raj, Personnel Manager, Lucknow unit of Hindustan Printing Press (Pvt.) Limited, the Officer Commanding at Meerut Headquarters, recommended Captain R. P. Singh, a released army officer, for the post of a supervisor (night shift incharge) which arose in the production department of the press, insisting that he knew him personally for the last three years and had no doubt about his suitability for a supervisory position. Captain R. P. Singh was 31 years old and had passed his B.Sc. examination from Patna University. He was a member of different clubs and the Institute of Surveyors and possessed six years' experience, including three years as a captain, in the Corps of Engineers. On the basis of formal recommendation by the Officer Commanding and his personal interview with the Managing Director of Hindustan Printing Press, Captain Singh was offered the above position.
Captain Singh joined the press on 1st September 1970. He had to report to the Production Manager and supervise about 50 workers in the night shift. At the end of the probationary period, the Production Manager assessed him on the four-point merit rating scale of the company which ranged from A (high) to D (low) and consisted of the 15 factors as shown in Exhibit-1.
On the basis of recommendations of the Production Manager, Captain Singh was confirmed in the job. Subsequently, on 7th June, 1971, he was transferred to Bombay unit of the company which urgently needed a production supervisor. In this position he had to supervise about 80 workers. The company operated three shifts a day, changing once a week. As soon as he assumed the charge of his section, he submitted a representation to the management as follows :
"I understand that I shall be entitled for house rent allowance which should take effect from the date I resumed duties at Bombay, i.e., 7th June, 1971. I may add here that I have already rented a house in the city to live with my family.
Moreover, as management has been considerate towards other supervisors to provide conveyance facilities/allowance to them, I hope similar facilities/allowance will be given to me as well".
The management, though resenting the tone of the above representation, allowed him the benefits.
EXHIBIT-1
Factors Ratings
1. Attitude towards company B
2. Attitude towards superiors B
3. Attitude towards peers B
4. Quality of work B
5. Quantity of work B
6. Length of service D
7. Attendance and time keeping C
8. Ability to plan for himself and to execute such plans B
9. Supervision of safety rules B
10. Avoidance of waste B
11. Leadership B
12. Discipline (including ability to maintain cleanliness and tidiness) B
13. Ability to instruct C
14. Ability to deal with human relations problems D
15. Neatness B
Final Rating after assigning weights to crucial factors : B.
On 5th November, Ram Sumer, an operator and a union leader visited Personnel Manager's office and handed him the following written complaint against Captain Singh's misbehaviour :
"I wish to draw your kind attention regarding the misbehaviour with me by Captain Singh, supervisor in the section, on 2nd instant. It happened that I went to collect tape from the electrician but I was puzzled when suddenly Captain Singh appeared and shouted at me, 'Why are you standing here?' He abused me like anything in spite of my request not to do so. He used worst possible words like 'sala', 'chamar' etc., which were
Please look into this matter so that each of us maintains his prestige while working in the company.
The Personnel Manager assured him of proper action and attempted to make him easy. As soon as he left his office, the Personnel Manager telephoned the Production Manager and informed him about Captain Singh's misbehaviour towards Ram Sumer, requesting an immediate inquiry into the matter.
The Production Manager called Captain Singh and the following conversation took place :
Production Manager: Captain Singh, I have heard very embarrassing things about you today. Is it true that you abused Ram Sumer, an operator, on the shop-floor?
Singh: That's true, Sir. But I did so with a good motive. It was in the interest of the company itself.
Production Manager: Interest of the company? How does it serve the company's interest?
Singh: Sir, as you are aware, Ram Sumer was issued 33 reams of paper to cut. He cut one sheet which was found to be undersized. Instead of rejecting that sheet, he wasted the entire ream intentionally.
Production Manager: (becomes alert) How?
Singh: Sir, he did it very cleverly. He saw me involved with other workers in the section. He sliced the entire ream into small pieces and disposed it off as waste.
Production Manager: But how did you come to know of it? What evidence do you have for these charges against him?
Singh: Sir, I have substantial evidence for all his mischiefs. Firstly, the output was less than normal. Secondly, an unexpected amount of waste was recovered on his machine.
Production Manager: But as you claim, one sheet was undersized. How can you claim that his act was intentional, unless you were present on the scene?
Singh: I have caught him red-handed doing so twice in the past and warned him not to repeat it. Since then, I have observed, he avoids my eye and when he finds an occasion he plays mischief. In fact, I am convinced some union leaders are instigating him and other workers in the section to cause damage to the property of the company.
Production Manager: (becomes tense) So that is the story! (Keeps silence for a short time.) But you should not have abused him. It is always a better course of action to insist on explanations in writing. Alternatively, you should have better reported the matter to me next day.
Singh: Sir, I rebuked him because I lost my temper finding him roaming about aimlessly. Indeed, I was already extremely annoyed with his mischiefs. It went beyond my tolerance and I abused him. Later on, I felt extremely sorry for it and could not pass the matter to you because that might have caused his suspension from the company, leading to undesirable repercussions.
Production Manager: O.K. In future do not use abusive language and always keep us informed about the happenings without any hesitation. Keep it in mind, otherwise we may be involved in trouble. Now you can go but submit every detail about the matter in writing immediately, which I have to forward to the personnel department.
In the report forwarded by the production manager, both Singh and Ram Sumer were found guilty. Subsequently, the personnel manager called them into his office to settle the issue. Captain Singh regretted hi behaviour in the presence of Ram Sumer, while Ram Sumer accepted that he destroyed the entire ream of paper and promised not to repeat it. They submitted their statements in writing to the personnel manager.
Later on, the management realised that most of the workers did not like Captain Singh because of his autocratic and repressive style of work. They made several complaints against him to the personnel department. Ultimately, the management decided to transfer him to security department where, it was felt that being an army officer, he could realise his full capacities.
He tookover the charge of this department as a security-cum-establishment establishment officer with responsibilities of security, sanitation and establishment.
On 2nd December, 1972, while a union leader was instigating the factory workers to go on strike at the gate of the company, Captain Singh rushed to the scene and rebuked him and his men. He forced them to leave within a short time, dispersing the crowd from the company's gate. Though the management appreciated his boldness and blind loyalty to the
organization, he was also warned by the Personnel Manager not to act Impulsively and behave rudely with, atleast, the union leaders because they could ' create trouble for him as well as for the company.
Next day, about 60 per cent workers of the company went on indefinite strike at the instance of the union pressing a large number of demands including Captain Singh's dismissal from the company. The Personnel Manager thereupon advised Singh to act very tactfully and collect information on those workers who were instigating the others to continue the strike indefinitely. Despite all his sincere efforts, Singh failed to locate these "trouble makers" and consequently could not furnish any information to management. Later on conciliation took place between the management and the workers' union. The union dropped some of its demands, including Singh's dismissal when he regretted his rough treatment of the union leader, whereas the management accepted partially some of the union's demands regarding bonus and modified some of the personnel policies in the company. Consequently, the strike was called off.
Questions
1. What is the problem in the case? Discuss.
2. How do you see Captain Singh as a Supervisor? Evaluate his
behaviour.
3. How would you tackle a union leader, if you were in Singh's
position?
4. Evaluate the conciliation and its impact in the long
CASE STUDY 8
WHY HUMAN RELATIONS IN MANAGEMENT ?
DR. R. S. DWIVEDI
In the course of an informal discussion with his friend Mr. Bans Raj, Personnel Manager, Lucknow unit of Hindustan Printing Press (Pvt.) Limited, the Officer Commanding at Meerut Headquarters, recommended Captain R. P. Singh, a released army officer, for the post of a supervisor (night shift incharge) which arose in the production department of the press, insisting that he knew him personally for the last three years and had no doubt about his suitability for a supervisory position. Captain R. P. Singh was 31 years old and had passed his B.Sc. examination from Patna University. He was a member of different clubs and the Institute of Surveyors and possessed six years' experience, including three years as a captain, in the Corps of Engineers. On the basis of formal recommendation by the Officer Commanding and his personal interview with the Managing Director of Hindustan Printing Press, Captain Singh was offered the above position.
Captain Singh joined the press on 1st September 1970. He had to report to the Production Manager and supervise about 50 workers in the night shift. At the end of the probationary period, the Production Manager assessed him on the four-point merit rating scale of the company which ranged from A (high) to D (low) and consisted of the 15 factors as shown in Exhibit-1.
On the basis of recommendations of the Production Manager, Captain Singh was confirmed in the job. Subsequently, on 7th June, 1971, he was transferred to Bombay unit of the company which urgently needed a production supervisor. In this position he had to supervise about 80 workers. The company operated three shifts a day, changing once a week. As soon as he assumed the charge of his section, he submitted a representation to the management as follows :
"I understand that I shall be entitled for house rent allowance which should take effect from the date I resumed duties at Bombay, i.e., 7th June, 1971. I may add here that I have already rented a house in the city to live with my family.
Moreover, as management has been considerate towards other supervisors to provide conveyance facilities/allowance to them, I hope similar facilities/allowance will be given to me as well".
The management, though resenting the tone of the above representation, allowed him the benefits.
EXHIBIT-1
Factors Ratings
1. Attitude towards company B
2. Attitude towards superiors B
3. Attitude towards peers B
4. Quality of work B
5. Quantity of work B
6. Length of service D
7. Attendance and time keeping C
8. Ability to plan for himself and to execute such plans B
9. Supervision of safety rules B
10. Avoidance of waste B
11. Leadership B
12. Discipline (including ability to maintain cleanliness and tidiness) B
13. Ability to instruct C
14. Ability to deal with human relations problems D
15. Neatness B
Final Rating after assigning weights to crucial factors : B.
On 5th November, Ram Sumer, an operator and a union leader visited Personnel Manager's office and handed him the following written complaint against Captain Singh's misbehaviour :
"I wish to draw your kind attention regarding the misbehaviour with me by Captain Singh, supervisor in the section, on 2nd instant. It happened that I went to collect tape from the electrician but I was puzzled when suddenly Captain Singh appeared and shouted at me, 'Why are you standing here?' He abused me like anything in spite of my request not to do so. He used worst possible words like 'sala', 'chamar' etc., which were
Please look into this matter so that each of us maintains his prestige while working in the company.
The Personnel Manager assured him of proper action and attempted to make him easy. As soon as he left his office, the Personnel Manager telephoned the Production Manager and informed him about Captain Singh's misbehaviour towards Ram Sumer, requesting an immediate inquiry into the matter.
The Production Manager called Captain Singh and the following conversation took place :
Production Manager: Captain Singh, I have heard very embarrassing things about you today. Is it true that you abused Ram Sumer, an operator, on the shop-floor?
Singh: That's true, Sir. But I did so with a good motive. It was in the interest of the company itself.
Production Manager: Interest of the company? How does it serve the company's interest?
Singh: Sir, as you are aware, Ram Sumer was issued 33 reams of paper to cut. He cut one sheet which was found to be undersized. Instead of rejecting that sheet, he wasted the entire ream intentionally.
Production Manager: (becomes alert) How?
Singh: Sir, he did it very cleverly. He saw me involved with other workers in the section. He sliced the entire ream into small pieces and disposed it off as waste.
Production Manager: But how did you come to know of it? What evidence do you have for these charges against him?
Singh: Sir, I have substantial evidence for all his mischiefs. Firstly, the output was less than normal. Secondly, an unexpected amount of waste was recovered on his machine.
Production Manager: But as you claim, one sheet was undersized. How can you claim that his act was intentional, unless you were present on the scene?
Singh: I have caught him red-handed doing so twice in the past and warned him not to repeat it. Since then, I have observed, he avoids my eye and when he finds an occasion he plays mischief. In fact, I am convinced some union leaders are instigating him and other workers in the section to cause damage to the property of the company.
Production Manager: (becomes tense) So that is the story! (Keeps silence for a short time.) But you should not have abused him. It is always a better course of action to insist on explanations in writing. Alternatively, you should have better reported the matter to me next day.
Singh: Sir, I rebuked him because I lost my temper finding him roaming about aimlessly. Indeed, I was already extremely annoyed with his mischiefs. It went beyond my tolerance and I abused him. Later on, I felt extremely sorry for it and could not pass the matter to you because that might have caused his suspension from the company, leading to undesirable repercussions.
Production Manager: O.K. In future do not use abusive language and always keep us informed about the happenings without any hesitation. Keep it in mind, otherwise we may be involved in trouble. Now you can go but submit every detail about the matter in writing immediately, which I have to forward to the personnel department.
In the report forwarded by the production manager, both Singh and Ram Sumer were found guilty. Subsequently, the personnel manager called them into his office to settle the issue. Captain Singh regretted hi behaviour in the presence of Ram Sumer, while Ram Sumer accepted that he destroyed the entire ream of paper and promised not to repeat it. They submitted their statements in writing to the personnel manager.
Later on, the management realised that most of the workers did not like Captain Singh because of his autocratic and repressive style of work. They made several complaints against him to the personnel department. Ultimately, the management decided to transfer him to security department where, it was felt that being an army officer, he could realise his full capacities.
He tookover the charge of this department as a security-cum-establishment establishment officer with responsibilities of security, sanitation and establishment.
On 2nd December, 1972, while a union leader was instigating the factory workers to go on strike at the gate of the company, Captain Singh rushed to the scene and rebuked him and his men. He forced them to leave within a short time, dispersing the crowd from the company's gate. Though the management appreciated his boldness and blind loyalty to the
organization, he was also warned by the Personnel Manager not to act Impulsively and behave rudely with, atleast, the union leaders because they could ' create trouble for him as well as for the company.
Next day, about 60 per cent workers of the company went on indefinite strike at the instance of the union pressing a large number of demands including Captain Singh's dismissal from the company. The Personnel Manager thereupon advised Singh to act very tactfully and collect information on those workers who were instigating the others to continue the strike indefinitely. Despite all his sincere efforts, Singh failed to locate these "trouble makers" and consequently could not furnish any information to management. Later on conciliation took place between the management and the workers' union. The union dropped some of its demands, including Singh's dismissal when he regretted his rough treatment of the union leader, whereas the management accepted partially some of the union's demands regarding bonus and modified some of the personnel policies in the company. Consequently, the strike was called off.
Questions
1. What is the problem in the case? Discuss.
2. How do you see Captain Singh as a Supervisor? Evaluate his
behaviour.
3. How would you tackle a union leader, if you were in Singh's
position?
4. Evaluate the conciliation and its impact in the long