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1CASE honesty this boss principle.
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24 > DEERA, ACluster of Caselets in OB and HR

His employees gradually understood

him.ba
Mr. Adarsh did support his employees to the extent
could. when he found their requirement was genuine.
He was also very tough with people who tried to
put the organizations principles at stake. Employees
understood this very well. They had complete freedom
in their work. Employees helped each other. There
was a good amount of unity and team spirit among
them. People enjoyed working as the environment was
extremely conducive. Work had to be completed within
ere
the scheduled time. Customers too were happy with
very
the prompt service of the company. There were
few complaints from customers with respect to delay or
office for
damage. Customers were free to contact the
any kind of issues. Complaints were politely handled.
immediately.
Customer complaints would be attended
Mr. Adarsh would personally speak with the customers.
The
He maintained a good rapport with thecustomers.
employees and customers were happy. The company was
growing day by day.
One day, Mr. Adarsh and his family met with an
his
accident while travelling. Both Mr. Adarsh and
family members were badly injured. Mr. Adarsh was
mostly affected as he was sitting in the front seat of the
car. They were admitted to a hospital, and Mr. Adarsh
was bedridden for almost a year.
The hospital expenses were huge. There was
a financial setback. It was almost a nonth, and
Mt. Adarsh could not resume work. He had to borrow
money from many sources. This was also a typical
 Dr. Deepa Pillai &Dr. Rajeswari R. 25

situation once people were with him for everything;

now even his close friends are not there for him. They
rhought that he might ask for some monetary help, and
thev doubted if the amount would be returned.

Issues started cropping up in his organization too.

The salaries of the employees were pending, Mt. Adarsh
had never compromised on the salary dates. He was
of the belief that, like him, his employees also had
family commitments and hence adopted the practice
of disbursing the salary on second working day of
every month. This practice kept his employees happy
and made them committed to work. But now, paying
salaries had become very difficult. Business came down,
and complaints started rising. Earlier Mr. Adarsh
himself would speak to the customers in case of a
complaint. Now this did not happen, and customers too
never got a proper reply. Most of it was aggravated due
to the attitude of the new employees. Understanding the
situation, Mt. Adarsh advised his employees to look for
greener pastures. He also promised them that he would
call them back once he was back in business. Slowly,
employees started leaving the organization. People who
left were the newer employees, who had been in the
Organization for not more than two years. By now, it
was six months, and he was not able to pay the salary
of his employees. The salary was outstanding for about
four months.
meet
One day, a few of his older employees came to
him. He had not allowed anyone to meet him all those
days since his accident. He found it difficult to face
 in OB and HR
26 > DEERA, A Cluster of Caselets

employees in such a pathetic condition. But Do.

his and spent time with them,
he allowed them to mect
only onc thing to say, "look for bete
Mr. Adarsh had
opportunitiesand Iam going to wind up the company
employees who had decided to stay barl
These were the months. They triod
more than four
without salary for they would be able to
convince him. They said that
reviving the busincss. Mr. Adarch
bring back the glory by had no hope. But his
not convinced as he
initially was
was he would be able to
went on reiterating that
employees
organization again. They reminded him about
revive his situations they had faced
worst
the critical issues and courage and determination
because of his
and that it was him that they would
promised
they could survive. They wanted him to guide
office and that they
take care of the
said, at any cost, they were not going to quit
them. They for a while and then
Mr. Adarsh thought
the company. employees had requested.
decided to go as per what the
employees who been with
had
He just thought of these
him for the last 12 years.
there quite a change
After the employees left,
behaviour of Mr. Adarsh. He started looking
in the
The very next day he called up the office to
positive. instructions. Now slowly
take the update and gave them
this became practice, and it
continued for a week.
andspoke
After that, he started calling up his customers
happy,
to them personally. The customers were very
spoke
and they promised to give him business. They
of the difficulties they had faced during his absence.
He brought some changes in the office also. Among
the few employees left, except two, all others were put
 Dr. Deepa Pillai & Dr. Rajeswari R. 27

into feldwork. Mr. Adarsh called their old customers,

and soon the employees would visit them personally.
Initially, they concentrated locally and then slowly they
started expanding the operations. Another important
that they had taken was they offered door-to-door
step kilometres. This also
services within a radius of ten
and Mr. Adarsh
helped improve the business. Employees business. As results
started working 24x7 to improve the
feeling confident,
started coming in, Mr. Adarsh started mockery
and he wanted to show all those who made a
months, they
of him during his illness. Within a few
were able to revive the business.

Questions:

1. What kind of aleader Mr. Adarsh is? Substantiate

by listing out the characteristics
2. How doyou attribute to the working environment
of this organization pre- and post-accident of
Mr. Adarsh?
3. Elaborate on the measures taken to revive the
business.