Directing a Dissatisfied Manager
Rashmi Joshi had been a district sales manager with Fine Productions for ten years. She was recognised by her peers and supervisors as a person who managed department in a good way. However, everyone realised that Rashmi was extremely ambitious and was seeking a higher-level management position. When one of her sales representatives did a good job, she would attempt to take the credit. However, if a problem arose, she thought it was not her fault. When the marketing manager retired, Rashmi applied for the position. The company decided to do a thorough search because of the responsibility and importance associated with the position. When the search was concluded, the decision was made to fill the position by a person from outside the company. The consensus of top management was that Rashmi, although a good district sales manager might have difficulties in working with her new peer groups. They felt that she might displease the other managers if she tried to take credit for their work and, as a result, their performance would suffer. Rashmi was heart-broken. She had wanted that particular job for a long time and had dedicated all her energies towards obtaining it. She became very despondent and her work deteriorated. The department functioned inspite of her, not because of her. Decisions were made slowly if at all and she began to be late with her sales reports. Although her sales staff continued to be productive, Rashmi could not take the credit. When the new marketing manager took over, one of the first major problems that he confronted was how to motivate and inspire Rashmi to her former level of performance. He recognised that Rashmi had been with the company for a long time, but something had to be done to motivate her to perform really well. Therefore he decided to transfer some of his authority to Rashmi. For motivating her and simultaneously achieving efficient functioning of the department.
What was the biggest challenge for the new marketing manager when he joined the team?
Answer & explanation
Correct answer: option 2
The correct answer is Option (2) → How to motivate and inspire Rashmi
Option (1) How to understand his new role and responsibilities — Incorrect. The passage names no difficulty of his own. The problem it records is one he found waiting for him in the department.
Option (2) How to motivate and inspire Rashmi — Correct. The passage records this as the first major problem he faced. The idea behind it is motivation, which means moving a person to act in a way that helps the organisation reach its goals. Rashmi did not lack ability. She had run her district well for ten years. What she had lost, after being passed over, was the will to perform. Restoring that will is a problem of directing.
Option (3) Whom to approach if any information is required — Incorrect. This is not mentioned in the passage. It is in any case a matter of the formal structure, not a major problem for a new head.
Option (4) How to maintain team spirit — Incorrect. The sales staff went on working well throughout, so team spirit was not the trouble. The difficulty lay with Rashmi alone.
Note: The passage is the NCERT case study ‘Directing a Dissatisfied Manager’, which has been reproduced by NTA in the exam. NCERT (2026-27 Edition): “Directing a Dissatisfied Manager … When the new marketing manager took over, one of the first major problems that he confronted was how to motivate and inspire Rashmi to her former level of performance. He recognised that Rashmi had been with the company for a long time but something had to be done to motivate her to perform really well.” |