NET SCREEN LTD.
10 Marks
Net Screen Ltd. (NSL) is a leading company of United Statewith Head Quarter at lowa state. The network security andprotection industry is growing at an annual growth rate of 12 -15%during the last 5 years. The company is keen to develop a designand development centre in India. Accordingly, company identifiedHyderabad, Chennai and Bangalore as one of the city forestablishing India centre. In 2001 company selected Bangalore asthe ideal location for its office in India. The company deputed itsrecruiting agency to recruit a General Manager (in-charge ofhardware and software group) who would report to country director.The recruitment agency forwarded the name of Sanjiv, 41 years ofage a B. Tech with 18-years of industrial experience including afew foreign assignments at Singapore, Bangladesh, Nepal,Afghanistan etc. The core team from NSL was highly impressed bySanjiv's performance at the interview and offered him thejob.
Sanjiv joined the NSL in August 2001 in the first 6 monthsafter joining the company he was actively involved in theperformance of company and recruited many engineers to joinhardware and software groups. However, by Sept. 2002 Sanjiv'sbehaviour started changing and this was apparent from the variousdecisions taken by him. For example, the new recruits were invitedfor a pep talk immediately after the orientation programme, howeverduring this meeting Sanjiv did most of the talking and did notencourage the new entrants to open and mingle with eachother.
questions
i. Very often Sanjiv was heard voicing aloud on finding itdifficult to give clear cut directions and delegate properly to hissubordinate.
ii. At times, his subordinates found it more apt to approachthe Country Director's office and seek clarity with regards totheir work.
iii. When top management took strategic decisions toreorganise groups, adopt new production technologies and reduce itswork force Sanjiv found it extremely difficult to implement theneeded adaptations. Very often
note: detailed answers is required
Human Behavior
NET SCREEN LTD
Net Screen Ltd. (NSL) is a leading company of United Statewith Head Quarter at lowa state. The network security andprotection industry is growing at an annual growth rate of 12 -15%during the last 5 years. The company is keen to develop a designand development centre in India. Accordingly, company identifiedHyderabad, Chennai and Bangalore as one of the city forestablishing India centre. In 2001 company selected Bangalore asthe ideal location for its office in India. The company deputed itsrecruiting agency to recruit a General Manager (in-charge ofhardware and software group) who would report to country director.The recruitment agency forwarded the name of Sanjiv, 41 years ofage a B. Tech with 18-years of industrial experience including afew foreign assignments at Singapore, Bangladesh, Nepal,Afghanistan etc. The core team from NSL was highly impressed bySanjiv's performance at the interview and offered him thejob.
Sanjiv joined the NSL in August 2001 in the first 6 monthsafter joining the company he was actively involved in theperformance of company and recruited many engineers to joinhardware and software groups. However, by Sept. 2002 Sanjiv'sbehaviour started changing and this was apparent from the variousdecisions taken by him. For example, the new recruits were invitedfor a pep talk immediately after the orientation programme, howeverduring this meeting Sanjiv did most of the talking and did notencourage the new entrants to open and mingle with eachother.
i. Very often Sanjiv was heard voicing aloud on finding itdifficult to give clear cut directions and delegate properly to hissubordinate.
ii. At times, his subordinates found it more apt to approachthe Country Director's office and seek clarity with regards totheir work.
iii. When top management took strategic decisions toreorganise groups, adopt new production technologies and reduce itswork force Sanjiv found it extremely difficult to implement theneeded adaptations. Very often he was seen getting into verbalfights with Country Director, and not able to convince hissubordinates about the new transformations and changes suggested bythe top management.
iv. Sanjiv was called by his Country Director and was directedto 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 negativetrend. 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 thegrowth 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
