THE DILEMMA WITHIN :

PARODY OR PARADOX
INTRODUCTION
The case deals with the informal politics that goes on within
an organization and discusses the problems as well as the
opportunities related to permanent type of mentor-mentee
relationship In the case the protagonist Lokesh got
victimized at Alfa Inc. due to professional rivalry of
Venkatesh and Rakesh., suffered humiliation and
eventually got demotivated . Thus the case highlights
critical issues that happen in organizations that impacts
both organizational & individual performance.
CAREER GRAPH
The organizations in which Lokesh Reddy worked as well as
designations he held:
• He started off his career as supervisor in small manufacturing
firm under the production manager Mr. Venkatesh at
Vishakhapatnam.
Then he joined electronics major Alfa Inc under Venkatesh who
was Zonal Sales & Services head for northern region at Gurgaon.
Xeta India as Deputy Manger Services based at Noida .
Alfa plus.
Presently he works with a multi-national consumer durable
company Kee International as a Joint Manager at Hyderabad.
Achievements of Lokesh Reddy
Was awarded as “Best Employee of the Northern
Region.”
Additional responsibility of Production planning and
Quality Assurance.
Was shortlisted to promote a new concept selling
product that was priced 30% higher.
Appreciation from state head of Kee International to
facilitate him for superior performance
KEY ISSUES at ALFA INC
Organizational Culture & Value System: Effective
organizations identify & develop a clear, concise and shared
meaning of values/ beliefs, priorities, and direction so that
everyone understands and can contribute.
Performance and Talent Management Processes.
Alfa Inc. Kee International
Not fair & just Fair & just
Driven more by personalities Driven by set objectives
Lokesh should have been in Lokesh was in the talent pool
talent pool due to his as per his performance.
performance
Growth was only possible Within two years Lokesh was
with support. identified as star performer.
Contd………….
Role of HR in conflict Management: If turf wars, disagreements
and differences of opinion escalate into interpersonal conflict,
the HR management must intervene immediately. Here the
case of HR manager Mr. Sarkar at Alfa Inc.
Grievance Handling and control of attrition.
Hierarchical Conflict
Cultural Issues and MTI
Openness in communication
Under education leading to diffidence.
Self-concept and lack of self awareness.
Lack of efforts in inter-personal relations.
Major Issue
“Mentoring is a process for the informal transmission of knowledge social
capital, and the psychosocial support perceived by the recipient as
relevant to work, career, or professional development. Mentoring entails
informal communication, usually face to face and during a sustained
period of time, between a person who is perceived to have greater
relevant knowledge, wisdom, or experience (the mentor) and a person
who is perceived to have less(the protégé).” (Bozeman,Feeney,2007).
5 major “wisdom tactics” found to be used by mentors:
1. Accompanying
2. Sowing
3. Catalyzing
4. Showing
5. Harvesting
Do you think Venkatesh & Lokesh relationship qualify
to be termed as mentor- mentee relationship?
 Such relationship works well as long as manager in the
same organization and employee in his team.
 Such employees become alter-ego of the manager and
a productive resource who help the manager to achieve
their objectives.
 Critical question is “Is the employee building up
capabilities to independently deliver a high
performance in the absence of the manager?”
Should Lokesh continue with Kee
International or join Venkatesh who is
offering higher position with 30% raise?
Considerations:
 Time frame in which he can become manager in his
current company if he sustains & improves his
performance.
 Comparing his offer what is the compensation and
benefits in his company for a manager.
 Risk factors in Venkatesh joining the same company
again.
Managers as a coach
Venkatesh – Lokesh for him was not a mentee but a
‘Man Friday’.
Rakesh – Lokesh for him was a soft target a vent for his
frustations.
Current Manager – Lokesh for him is a ‘star
performer’.
Could Lokesh have done things differently so that
he could have continued to reap the benefits of
his high performance and build a career?
 Firstly, one should not get attached to a manager in a
way that organization looks upon him as an “alter
ego”of the manager.
 Secondly, one needs to have healthy relations with his
peers as well.
 Thirdly, one needs to focus on one’s own development
on a periodic basis.
Lessons and implications of the case
 Part of growth is to enhance your leadership capabilities.
 Find out about the organizational values before deciding where one
wants to work.
 Don’t just follow an individual ; one needs to be self sufficient.
 Being successful in an organization is not just excelling at technical
skills but also being able to manage the political environment and
understanding the power centres as well as inter-personal skills.
 Work towards improving working relationships rather than
accepting whatever comes as fate accomplishes.
 To grow in one’s career, one needs to take risk and once decision is
taken work around ways of how one can be successful rather than
surrendering and eventually running away.
THANK YOU