Poor Sanjay!
1. POOR SANJAY!
One Monday morning Sanjay Nagpal, a recent recruit from a reputed management institute in Manipal walked into the sales office at Chennai as a new sales trainee. Raghavan, the Zonal Sales Manager for a large computer hardware firm was there to greet him. Raghavan’s job consisted of overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivendrum. The sales growth of computers, parts and other office equipment in his area was highly satisfactory, especially in recent years – thanks to the developmental initiatives taken by respective State Governments in spreading computer education in offices, schools, colleges, banks and other institutions.
Raghavan had collected several sales reports, catalogues and pamphlets describing in detail the types of office equipment sold by the company. After a pleasant chat about their backgrounds, Raghavan gave Sanjay the collected material and showed him to his assigned desk.
Thereafter Raghavan excused himself and did not return. Sanjay spent the whole day scanning the material and at 5.00 pm he picked up his things and went home.
Questions:
1. what do you think about Raghavan’s training programme?
2. What type of sale training programme would you suggest?
3. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods?
2. Is Rajat in needs of Remedial Training?
Rajat Sharma has been employed for six months in the accounts section of a large manufacturing company in Faridabad. You have been his supervisor for the past three months. Recently you have been asked by the management to find out the contributions of each employee in the Accounts Section and monitor carefully whether they are meeting the standards set by you.
A few days back you have completed your formal investigation and with the
One Monday morning Sanjay Nagpal, a recent recruit from a reputed management institute in Manipal walked into the sales office at Chennai as a new sales trainee. Raghavan, the Zonal Sales Manager for a large computer hardware firm was there to greet him. Raghavan’s job consisted of overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivendrum. The sales growth of computers, parts and other office equipment in his area was highly satisfactory, especially in recent years – thanks to the developmental initiatives taken by respective State Governments in spreading computer education in offices, schools, colleges, banks and other institutions.
Raghavan had collected several sales reports, catalogues and pamphlets describing in detail the types of office equipment sold by the company. After a pleasant chat about their backgrounds, Raghavan gave Sanjay the collected material and showed him to his assigned desk.
Thereafter Raghavan excused himself and did not return. Sanjay spent the whole day scanning the material and at 5.00 pm he picked up his things and went home.
Questions:
1. what do you think about Raghavan’s training programme?
2. What type of sale training programme would you suggest?
3. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods?
2. Is Rajat in needs of Remedial Training?
Rajat Sharma has been employed for six months in the accounts section of a large manufacturing company in Faridabad. You have been his supervisor for the past three months. Recently you have been asked by the management to find out the contributions of each employee in the Accounts Section and monitor carefully whether they are meeting the standards set by you.
A few days back you have completed your formal investigation and with the
References: 1. Sanjeev Sharma, In Air Pocket, March 27, 1995, Business Today. 2. Rakhi Mazumdar & Anjan Mitra, IA, Alliance Air wage disparity issue unresolved, January 24, 1997, Business Standard. 3. Sengupta Snigdha, Indian Airlines pilots call off strike, January 28, 1997, Business Standard. 4. IA awaits govt decision on Kelkar committee report, February 22, 1997, Business Standard. 5. Flying high, August 12, 1997, Business Standard. 6. Bhargava Anjuli, Ministry finds Brar report on IA recast too hot to handle, January 7, 1998, Business Standard 7 8. Crasta Jivitha, The battle for the skies, May 25, 1999, Business Standard 9 10. Go slow, fly low, April 27, 2000, Hindustan Times.