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CASE : HIREN DASGUPTA
Hiren Dasgupta, Sales Manager of Fashion Fabrics, Eastern Region, did not find the performance of Harish Mastana, one of his sales representatives, upto the mark. On six separate occasions, Hiren personally discussed with Harish about his various problems, suggesting ways and means so that he might improve his sales performance. During the last conference, Hiren said, "Harish, I`m not going to have to let you go if your sales are not upto quota this month."
Harish failed to meet his quota. Hiren could not bear with the situation and decided to go for further action. He wrote him a letter informing him of his dismissal. Three days later, Hiren received a call from Mr. K.T. Parekh, General Sales Manager, "Hiren, I want you to put Harish Mastana back on the payroll immediatel} . You know he is the nephew of Mill Mazdoor Union President" "O.K." sighed Hiren, "I`ll see that it`s done."
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Question
1. What are the authority power responsibility accountability relationship I this case ?
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2. What can be the possible impart of these relationship on the functioning of the company?
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3. How far hire was justified I brig garish?
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