Management trainees of Global High Tech Corporation were like very special types of species. The company had reasons to treat them like that. They were precious. They were recruited from the prestigious engineering college campuses, one batch of not more than 25 management trainees per year. The company was very choosy in their recruitment. If the company did not find the candidates meeting its standards set for the management trainees, the company would not fill up even these 25 seats. Thus the selected candidates were the cream of creams. Global High Tech was seeing them as its future top management- they were to be groomed to become company’s chairmen, managing directors, presidents, vice presidents etc.
The selection process involved a battery of grueling tests. Ordinary candidates got dropped out in the very first test called abstract reasoning test. Then there were technical screening tests, EQ tests, regular group discussions and colloquiums and a series of personal interviews by the interviewing committees and also one on one interview.
It was tough for an ordinary mortal to enter Global High Tech as a management trainee. Job of management trainee in Global High Tech was declared as the top of the line job by the professional experts.
The grueling routine did not stop just at the recruitment time. The regime after the entry into the company as management trainees was still tougher. The training was a year and half long course consisting of following seven modules:
- Six months course, in the technical institutes of highest renown, in the latest and emerging engineering and technological principles and practices. The course ended in awarding the trainees equivalent of an MS degree.
- Compulsory break of one week: rejuvenation break.
- One week’s preparatory applied psychology tune up course in a reputed business school. The course prepared the trainees to understand and appreciate the realities of the corporate life.
- Enter the company’s factories and work on shop floor machines along with the workers to develop dignity of labor and to get the first hand feel of the grass root level. Duration 1.5 months.
- Three month rotational training in all the departments of the company to orient trainees to various business processes.
- Four months intensive management development course in company’s staff college. It was tougher than the full time MBA programs of the best business schools.
- Allotment of the departments to the trainees as their first formal placement in the organization as a manager. Undertake a three month’s project work in the allotted department as the first assignment.
By now Global High Tech Corporation had recruited 4 batches of management trainees totalling to 85, trained them through the above mentioned training and finally inducted them in the company’s hierarchy as managers.
Since all these 85 persons had passed through a 100% identically common process of recruitment and selection and subsequently the training and they had lived together as a batch for long eighteen months, they had developed a great degree of camaraderie among themselves. As a result, they used to support and cooperate with each other not only in the professional matters but also in their personal matters. They were seen by outsiders, by other employees like a unified clan. They were the blue eyed boys of the organization and others envied them as someone special. Others envied them also for their solidarity.
Two more years passed and things remained great among the management trainees (now turned into managers). The two years passage also made them eligible for their next promotions. Company had decided the policy of promotions based on merit.
Each of 85 management trainees was a gem and each one was highly ambitious. As they started becoming eligible to be considered for promotions, each of them secretly started craving to become the first to be promoted. A strong undercurrent started developing. Many started lobbying with their superiors, other started acting street smart. And in the process instead of cooperating, they started competing against each other in very subtle and sophisticated ways.
While every one of 85 was trying various stunts, two of them were emerging as top management’s pets. Their names were: Raj Badal and Deep Gupta. Both were highly intelligent and smart. On top of these qualities they had one more important quality. Both were great informers. They would meet the members of the senior and top management team from time to time and inform. And mostly they were informing about who was saying what about the management policies and about the top bosses of the company. Invariably all the top bosses liked to get such information; after all information is power, they say. And therefore, they liked Raj Badal and Deep Gupta.
In the process, whenever Raj Badal and Deep Gupta got opportunity to malign their rest of 83 friends of management trainee clan in front of their bosses, they did so pretty artistically.
The management of the company did not want to make any mistake whatsoever in selecting the first management trainee for promotion. So they were watching each one of 85 very carefully and by and large reached a near consensus by short listing Raj Badal and Deep Gupta. The management had yet to choose one from them.
Raj Badal was keeping a close watch on Deep Gupta and his activities.
Similarly Deep Gupta was keeping a close watch on Raj Badal and his activities.
Raj Badal’s marital status underwent change just a couple of months ago. He was a married man now with a beautiful young wife at home. In a way, he was still in his honeymoon period. Raj Badal was not only a married man but he was also a great delegator. He was indeed a great manager. He had trained his subordinates so thoroughly that they were capable of running his department even in his absence. This favourable situation motivated Raj Badal to sneak out of his office and company’s security gate along with the first shift employees whose lunch time was at 11.30 AM. These employees would return at 12 noon after half an hour’s lunch break. But Raj Badal would not. In fact since he was a general shift employee, his legitimate lunch time was between 1 PM to 1.30 PM. But he was not following those timings. So he started using the lunch time of first shift employees instead of general shift employees. Then he would return to the office not at 12 noon or even at 1.30 PM but at 3.30 PM which was the start time of the second shift employees. He would stealthily enter the company premises through its security gate at 3.30 PM. Then he would walk out of the factory at his legitimate close time of general shift i.e. at 5.30 PM. So in effect he was now away from his office between 11.30 PM to 3.30 PM and so practically he was attending the office only for half a day.
Raj Badal’s wife Mrs Badal was a member of the ladies’ club of the company. Innocently one odd day she spoke about her husband’s smart tricks to one of the other newly married ladies of the club. And mysteriously the news travelled to Mrs Gupta and through her to her husband Mr Deep Gupta.
Now, Deep Gupta had his trump card. He literally rushed to a top management member who mattered. He in turn alerted the security officer of the company who in turn nabbed Raj Badal red handed committing the act of indiscipline.
Raj Badal saw his dream of becoming the first promoted management trainee crumbling right in front of his eyes. But he was now more determined not to allow Deep Gupta snatching away that title and glory from him. He must find out some weak spot of Deep Gupta since after this episode Gupta deserved a tit for tat.
That evening, when Raj Badal went home he acted quite composed and he asked his wife if she had noticed the same thing that he had been noticing about Guptas. As per his observations Guptas were leading a life style far beyond their means. Mrs Badal thought for a while and confirmed that she felt the same way too.
Deep Gupta was in charge of outsourcing department. He used to deal with outside contractors. Raj Badal felt that there must be some nexus between Deep Gupta and some of his suppliers. And from those quarters he must be making some extra bucks that made him capable of living a high profile life. And next whole day he was secretly meeting Deep Gupta’s subordinates to find out some clue. Finally he was successful. He came to know that Deep Gupta was supplying some secret technical drawings of some components to one of the suppliers on the platter. As per the company policy the suppliers were supposed to submit their own technical drawings to the company for approval before manufacturing the components.
“Eureka”, Raj Badal cried out in delight. And then he missed no time to go to the same member of the top management whom Deep Gupta had complained. A quick investigation was ordered and Deep Gupta was found guilty of flouting company policy and in turn seeking bribe from the contractor.
Now, with two candidates having disappointed the top management, a fresh search must start to uncover the first management trainee to be promoted.
Rest of 83 management trainees were very happy with the fall of two Goliaths. But there remained other 82 tough competitors for each one yet.
Related Book
"Sensitive Stories of Corporate World" (available from Amazon, get it online)
Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.
Other Related Reading
For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/
Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/
For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/
Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com
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