CASE STUDY ON 21PGDM094

SHUBH
RAMESH AND TANEJA

GARGI
MC-II END TERM EXAMINATION
 SITUATION ANALYSIS

In this scenario, Chrysalis Pharmaceuticals has three officers/executives. Mr Ramesh, Group

Head, L&D department, and Ms Gargi, the company's newest employee. Ms Kamla (VP), Mr
Ramesh, Group Head, L&D department, and Ms Gargi, the company's newest employee.
Ramesh was chosen by Raman Murthy, the CEO, and Kamla, the Vice President of Human
Resources. As the company's sole third and fifth employees, Ramesh and Kamla collaborated
on different training and career planning for new hires, as well as establishing sound HR rules
and practises, and the company has been growing ever since, spreading their business all
across the country. However, since Gargi Sinha's arrival, Ramesh has been in a lot of pain for
the past six months.
Ms Kamla has nominated Gargi to be in charge of the company's Corporate Social
Responsibility as well as the Learning and Development department. Ramesh had worked in
a bureaucratic organisation with rules, regulations, and hierarchy for 15 years, but the
Chrysalis work environment was more informal and self-driven. Gargi was a hardworking
employee who was also outgoing and talkative, making her popular among her co-workers.
Gargi showed organisational citizenship by looking for creative ways to achieve the
company's goals.
Ramesh is dissatisfied with the fact that, although joining his team, she is not reporting or
sharing her new actions and objectives. Ms Gargi's popularity is growing, and the other top
executives at Chrysalis have begun to pay her more attention. Ms Gargi is open and outgoing,
he notices. Her co-workers in the L&D department go out of their way to assist her with
duties. Mr. Raman, CEO, and Ms. Kamla, VP, laud Ms. Gargi's efforts in CSR and the Great
Place to Work initiative, in which Chrysalis has received awards for diversity. Ramesh is
dissatisfied with the situation and feels excluded.
 PROBLEM ANALYSIS
Short Term Problem:

 Improper Hiring Channel: In the past, Kamala and Ramesh were both involved in the
hiring process, including new employee onboarding, training, and career planning, as well as
developing robust HR norms and procedures. The last six months had been strange and
disturbing, and Ramesh wasn't sure what Kamla was trying to tell him. Gargi had been
discovered at a "women in industry" event two weeks previously, and Kamla had approached
her about joining Chrysalis, despite the fact that it was not the organization's preferred
channel.
 Proper Onboarding was not done for Gargi: Gargi was not properly onboarded,
hence he was uninformed of the company's culture, work environment, and so on Because
she was hired through an inappropriate channel, she was not introduced to the company's
hierarchy, and Kamla has not clearly defined Gargi's function or future responsibilities. She
kept the official and informal organisational norms hidden from Gargi.
 Gargi was not a team player. Gargi did not engage in cooperative teamwork. She
had also refused to plan an event that involved top management because she was typically
unavailable for routine L&D activities. Teamwork is a crucial aspect of team building. When a
single person is working on a specific company problem, she has only her own unique
experience and knowledge to draw upon for solutions. Team members pool their collective
ideas to come up with innovative solutions to problems using collaboration.
   Organisational Hierarchy was not followed: On multiple times, Gargi failed to
inform Ramesh about new diversity and inclusion policies she had implemented, leaving him
feeling alienated. She would frequently speak with Ramesh's staff without alerting him,
leaving him in the dark.
 Ramesh Sharma had left his previous firm because it had grown tedious. He eagerly
accepted the position of Director of Learning and Development (L&D). Everything was OK
until Kamla Saxena (VP-HR) hired Gargi Sinha to the L&D Department for Company Social
Responsibility (CSR). Kamla had caught
Ramesh off guard with this action. Ramesh was
also caught off guard in other areas, such as
diversity programmes, meetings, women's
forums, and events. He felt the same way about
Kamla and Gargi. He felt his worth in the
company was dwindling as everyone in the
organisation complimented Gargi, from CEO
Raman to the difficult-to-please Finance Head
Vikram Agarwal. Gargi's working approach had
a negative impact on Ramesh's team, and he
didn't like it.

PROBLEM
ANALYSIS
Long Term Problem:
 Organizational Cultural Barrier - Prior to joining Chrysalis, Ramesh worked for
more than 15 years in a bureaucratic organisation, where he followed a hierarchical
chart when making decisions; however, this was not the case with Gargi, causing
issues.
 Communication Barriers - Communication barriers are things that prevent a
message from being received. They could be physical, such as when someone is
playing loud music, or emotional, such as when someone is too furious or afraid to
listen to what another person is saying. The attitude of Gargi and Ramesh was a major
concern here.
 Generational Differences - Ramesh had been in the workforce for over 15 years and
had always followed the hierarchical structure, whereas Gargi had only been in the
sector for less than 5 years, therefore they both had distinct mindsets and working
styles, which formed a barrier between them.
 Undefined Roles and Responsibilities: Undefined roles and responsibilities can lead to
coverage gaps and overlap for important project components. Gargi's function was not
clearly defined by upper management, which contributed to the breach between
Ramesh and Gargi. The Learning and Development and Diversity and Inclusion
departments lacked a clear structure.
 Improper Leadership: Ramesh has always treated his teammates with respect.
Although in a typical manner, he would encourage teamwork. He wanted things to be
discussed and decided in a group setting so that feedback could be given when it was
needed. Gargi, by excluding Ramesh from the majority of her activities. She devoted
a significant amount of time to CSR initiatives. While this was fine, she should keep
in mind that Ramesh was her immediate boss, and that she would need his help to
succeed in any of her endeavours.
Ramesh and Gargi's relationship
required nurturing, which had not
been provided.
 Impulsive Decision Making:
Ramesh's Emotional Intelligence
was poor, despite his ability to stay
on top of his tasks. Employees
should not ignore the feelings or
events that cause them problems,
according to the Affective Events
Theory, but Ramesh did the exact
opposite and did not consider the
full process through, instead taking
an impulsive decision and resigning
from the organisation.

DECISION ANALYSIS
Because he felt insecure, Ramesh decided to leave the company. As Vice President of
Human Resources, Kamla should have concentrated on all employees rather than just one
high-performing employee. Ramesh should speak with Gargi to clear up any
misunderstandings, according to Kamla. Other employees, such as Ramesh, may have left
their complaints unaddressed, which Kamla should examine. Because Ramesh and Gargi
are radically opposed, she should strive for balance among all of the personnel. She
 should focus on building workplace connections in the short and long term to avoid any
imminent threats to workgroup performance. Ramesh had the option of leaving Chrysalis
Pharmaceuticals and looking for other positions, but this would take him away from his
ideal career. Having a conversation with both Raman and Kamla at the same time and
being completely honest about his views regarding the current situation. Trying to impose
his authority over his staff and lead them down to the smallest detail Keeping my current
stance and waiting for any progress from him.

Clarity of roles and responsibilities: Proper induction/orientation should take place for
describing roles and responsibilities of employees.

·       Proper Induction process: Most organizations follow a proper induction process. This
acquaints the current employees with the recruit

·       Grievance Redressal Forum: Grievance Redressal Forum can be set up so that employees
raise their issues and openly have a healthy discussion regarding what they perceive about
each other as well as the decisions taken by the top management. Feedback forms,
organizational oriented portals, employee driven feedback websites can be used for the same.

·       Proper Hiring Channel: The need for developing a proper hiring channel was needed.
Since Ramesh was heading the Learning and Development department, he should have been
kept in the loop during the hiring process. A three-phase interview process could have been
undertaken to start with Ramesh, followed by Kamala, Vice President Human Resources, and
the CEO of the company i.e., Raman Murthy.

• There should be a continuous string of communication that should be maintained throughout

the organisation with persons involved in a particular task.

• The hiring of the candidates who were to be made to work under any superior, the superior
should be made aware of the subordinate so that he could do some background research work
on the person.

• Nobody should be given the leverage to work outside the rules and decorum of an
organization.

Model of feedback:
To solve the ongoing situation, Ramesh should have implemented a feedback approach inside
his department. This would have aided him in properly analysing the situation by allowing
him to comprehend the viewpoints of many stakeholders in his department. This could have
alleviated the distressing feelings and occurrences that were frequent in the L&D department.

All of Ramesh's subordinates, including Gargi, should provide him with regular updates. At
the outset, Kamla should identify the duties of Gargi and Ramesh based on their seniority. To
complete the 360-degree feedback paradigm, Ramesh should also provide feedback to
subordinates.

Pros:

• Constant learning
• Increased motivation
• Improved connections
• Personal growth
• Change receptivity
• Improved performance
• Confidence

Cons:

• Using words like "but" can detract from favourable results.

• If there is feedback from superiors, there may be penalties.
• You may not see constructive criticism as a gift.
• There is a lack of clarity in the feedback. One disadvantage of the feedback mechanism is
that it has the ability to muddle and confuse the message.

Emotions, Content, and Outcome (ECO) Model

Ramesh appeared to be quite upset those crucial choices were being made by his subordinates
without him actively participating in the process. Ramesh should have taken action and
corrected the situation by addressing the fundamental source of the issue. In this scenario, this
turned out to be a negative sentiment that negatively impacted Ramesh's personal endeavours,
which can be seen as dominating him while he was on vacation with his family, and also
caused him to finally decide to leave the organisation.

Pros:

• Effective discussion of feedback

• Easy to use and engaging

Cons:
Because this is a new model, there isn't much research available.

Strategic peacebuilding paths:

In this scenario, both Ramesh and Gargi should have taken action to address their
deteriorating relationship and the resulting problems. To ensure that best practises are
implemented, efforts to promote fairness and appropriate structural modifications should
have been made. All of this would have secured the organization's effectiveness and
efficiency.

Pros:

Peacebuilding aims to address the root causes of conflict by assisting people in peacefully
resolving their disagreements and laying the groundwork for future violence prevention.

Cons:

There is a general shortage of qualified and reliable human resources, as well as a dearth of
competent individuals/implementing partners with experience in peacebuilding.
 PLAN OF ACTION
Ramesh, the head of the L&D dept had resigned without any prior indication. This was very
surprising for Kamla, as she had always thought that she had a very open and professional
relationship with Ramesh. Gargi, who was to head the L&D at Aurangabad branch was
suddenly offered Ramesh’s position which she had declined in a very professional manner.
This was Kamla’s perception that she and Ramesh had a very good professional relationship.
There might have been a good relationship. She had created a communication gap between
her and Ramesh when he had approached her to talk about something. She could have given
him time to listen to his concerns afterwards. She had also blindsided him on many of her
decisions regarding Gargi. This had caused a further gap between the two of them. Even if
she had approached Ramesh or tried to keep him in the loop, Ramesh would have not jumped
to the wrong conclusions. I think Kamla should discuss with Ramesh the reasons for his
resignation. If Ramesh talks with her openly, then these issues would resolve themselves. The
communication gap between them will only shorten if one of them approaches the other to
talk things out.

As it is evidently clear that Ramesh is not feeling emotionally stable and feeling insecure
about his role and authority in the team and the company. He feels that he is not valued in the
company and is no longer needed in the company. Instead, Kamla should talk to Ramesh
about his problem regarding working with Gargi and try to make him understand that he is
invaluable for the company and an important asset for the company. She should tell him that
the company had a different role and responsibility for her and he will still lead the L&D
department as per his method. This will give Ramesh emotional support and will clear his
insecurity about his role.
 Recommendations
 Ramesh should first consult with Kamla and Raman about the situation, his feelings
and problems
 After a stipulated period of time, two or three months, he should reconsider his
options of leaving or continuing his role if situation persists
 He should try to gauge whether Gargi excelling in the organisation would threaten his
role in the future 
 He must also keep in mind the conversation he overheard from Kamla and Raman 
 The ideal situation would be for Gargi to be more co-operative and for him to retain
his role 

EQ triangle
 KEY TAKEAWAYS
 A lack of effort on the part of multiple parties made the issue snowball
 There are always ways to improve your work environment
 While communication is the main issue there are other problems that are tied
up in that
 Quitting an organisation is important for an employee to expand and diversify
their skills set. It also helps the organisation churn out new talent. However,
the manner of your exit can have repercussions on your professional life
 Ramesh should have first consulted with Kamla and Raman about the
situation, his feelings and the problems
 There’s a big difference between just doing your job and doing your job well
and that too with pride. Making the extra effort, ratcheting up your game a
notch or two, and taking steps to fill any voids in your work will all help you
shine in your job
 No matter what your job, it’s important to be serious and focused on what you
do — and act professionally in all situations
 The better you understand how your boss thinks, acts, and manages, the better
you perform your job to his/her expectations and demands
 Review how well you work in teams, examining key issues such as
communications, working relationships, team successes and failures as well
 Having workplace friendships with some of the employees who work with or
near you is usually a positive element in job satisfaction which should result in
greater motivation to perform your job to the best of your abilities
 People like working with and helping co-workers with a positive attitude
 People with negative attitudes drag everyone around them down
 For a reality check, you might consider asking a few teammates for some
honest feedback