See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/343999826

Human Resource Management: Three Short Case Studies

Research · January 2004

DOI: 10.13140/RG.2.2.13842.12483

CITATION READS

1 30,236

1 author:

Asif Rahman
University Canada West
19 PUBLICATIONS 77 CITATIONS

SEE PROFILE

All content following this page was uploaded by Asif Rahman on 26 February 2022.

The user has requested enhancement of the downloaded file.

 404-074-1

ECCH Collection

Human Resource Management:

Three Short Cases

This case was written by Asif Ali Rahman, Mohammad Ali Jinnah University. It is
intended to be used as the basis for class discussion rather than to illustrate either
effective or ineffective handling of a management situation.
The case was compiled from generalised experience.

© 2004 Mohammad Ali Jinnah University, Islamabad, Pakistan.

EU
SE
RING HOU
RO

Distributed by The European Case Clearing House, England and USA.

PEAN CA

North America, phone: +1 781 239 5884, fax: +1 781 239 5885, e-mail: ECCHBabson@aol.com.
Rest of the World, phone: +44 (0)1234 750903, fax: +44 (0)1234 751125, e-mail: ECCH@cranfield.ac.uk.
All rights reserved. Printed in UK and USA. Web Site: http://www.ecch.cranfield.ac.uk.
EA

SE
CL
 404-074-1

Human Resource Management –

Three Short Cases
Following are the three short cases which I found, while working in different
organizations. These may seem simple at the first glance, but are very common in
organizations and are mostly ignored by the managers. The reader is expected is read and
understand it and try to solve it to the best of his/her abilities.

Case 1
As a ‘Marketing Manager’ of a company, you have recently hired Mr. Moiz Khan as
‘Assistant Manager Sales’ for your Karachi Office. In the Karachi Office, you have given
him a small team of ten sales executives, so that he could gain the real experience of
managing people. Over a period of time, you have concluded that he often relies on Mr.
Akram Khan (a Senior Sales Executive) for his managerial work. Mr. Moiz positively
responds to all the recommendations of the senior sales executive without going into
details or any critical analysis. He believes that all the lower staff is experienced by
virtue of the number of years they have spent in the company and thus considers them as
the backbone of the company. The senior sales executive does not have any respect for
him and considers himself as a figurehead. Some of the team members also share his
views and think that Mr. Moiz does not know his job, and that Mr. Akram Khan is the
real boss. According to a recent performance report Mr. Moiz’s team has lower results
than the other teams. Mr. Moiz has been in job for the last three months.

1. Which Leadership Style Mr. Moiz Khan exhibits?

2. As a Marketing Manager, suggest ways and means which will initiate proper
senior / subordinate relationship?

Case 2
You are a ‘General Manager’ of a well-known and established firm of Lahore. One day,
Mr. Jawed Ikram (Regional Sales Manager, Lahore East), comes to you with a request
that Mr. Gul Mohammad (Assistant Sales Manager, Project X) should be posted out of
his area. He gave you the following reasons:

“Mr. Gul Mohammad is known to frequently fight with his colleagues. He is

conscientious and dedicated worker, only when he is doing his own job. He is friendly
with seniors, but refuses to work with colleagues in a team. He is unable to take criticism,
generally feels hostile and rejected. He is over-bearing and is generally a bad influence
on the team.”

2
 404-074-1
Human Resource Management – Three Short Cases

You called your ‘Area Manager, Lahore’ and sought more information about Mr. Gul
Mohammad. You also remember that Mr. Inam-ur-Rahman (Ex Assistant Manager,
Project X) had left with you a notebook, containing his personal impression about all the
employees working under him. He had described Mr. Gul Mohammad as follows:

“Educationally unqualified for further promotion, total work experience 8 ½ years. Has
all along been in the same area. Got a lot of problems, 1a sick wife and a mother who is
not prepared to accept his ailing wife. Too authoritative to work under anyone.”

1. As an Assistant Manager, what problem does Mr. Gul Mohammad have? How
would you deal with Regional Sales Manager’s request? How can you influence a
change in Mr. Gul Mohammad’s behavior?

Case 3
At the end of your Annual Conference for the year 2000, when you asked the Area
Managers if they have any problems, Mr. Ahmad Nawaz told you that the Senior Finance
Executive of his area, Mr. Ali Raza, who had also won the best performance award of the
year 1999, was not taking interest in his work. Despite Ahmad Nawaz’s counseling, no
change was noticed in the individual, rather his attitude deteriorated. You had also
received such information from the National Manager, but considering that Ahmad
Nawaz being an experienced hand would solve the problem, you did not interfere
intentionally. Now that Ahmad Nawaz himself brought this to your notice, you decided
to call the individual and counsel him.

During the interview, Mr. Ali Raza initially did not tell you anything but considering his
14 years old association with you, he revealed that he got married five years ago (the
marriage was also attended by you) and was still without a child. You were further
informed that his 2parents were forcing him to divorce his wife, whom he loved so much.
Moreover, he was also not being understood by the senior managers and was disallowed
any kind of leave. Therefore, you concluded that an excellent worker had been
disgruntled and had lost interest in his job.

1. As a General Manager, what measures you would take to help / satisfy Mr. Ali
Raza and influence change in his behavior?

1
Mr. Gul Mohammad lives in a joint family system
2
Another example of joint family system found in some countries like Pakistan and India

View publication stats