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.
According to above case study, what exactly was the consensus of top management for Rashmi when they were deciding to fill the position of Marketing Manager?
Answer & explanation
Correct answer: option 1
The correct answer is Option (1) → Difficulties in working with her new peer groups as she might take their credits and overall performance would suffer
Option (1) Difficulties in working with her new peer groups as she might take their credits and overall performance would suffer — Correct. The passage records the decision in these very words. This is what selection is for. It means choosing the person best suited to the particular job, and so judging him against the demands of the higher post rather than his performance in the present one. The marketing manager’s post needed someone who could work as an equal among departmental heads. It was on that requirement that she was passed over.
Option (2) Not capable enough to achieve the sales target — Incorrect. The passage calls her a good district sales manager. Her peers and supervisors recognised that she managed her department well.
Option (3) Not a good reputation within the team and low performance issues — Incorrect. The concern was about her peers, that is, the other managers, not about her team. Her own sales staff went on working well throughout.
Option (4) Not enough experience to fill the higher position — Incorrect. Experience was the one thing she did not lack, having held the district post for ten years.
Note: The case study is taken from the chapter ‘Directing’, but this question is based on the chapter ‘Staffing’. However, since it is a case-study based question, all the questions on this case study are tagged to the chapter the case study is taken from. NCERT (2026-27 Edition): “Directing a Dissatisfied Manager … 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.” |