Incident 8.1 Starting a New Job Jack Smythe, branch manager for a large computer
ID: 326607 • Letter: I
Question
Incident 8.1 Starting a New Job Jack Smythe, branch manager for a large computer manufacturer, had been told by his market- ing manager, Linda Sprague, that Otis Brown had just given two weeks' notice. When Jack had interviewed Otis, he had been convinced of his tremendous potential in sales. Otis was bright and personable, an MIT honors graduate in electrical engineering who had the qualifi- cations the company looked for in computer sales. Now he was leaving after only two months with the company. Jack called Otis into his office for an exit interview Jack: Come in, Otis, I really want to talk to you. I hope I can change your mind about leaving Otis: I don't think so Jack: Well, tell me why you want to go. Has some othe Otis: No. In fact, I don't have another job; I'm just starting to look. r company offered you more money? Jack: You've given us notice without having another job? Otis: Well, I just don't think this is the place for me! Jack: What do you mean? Otis: Let me see if I can explain. On my first day at work, I was told that formal clas al and training in computers would not begin for a month. I was given a sales manu told to read and study it for the rest of the day The next day, I was told that the technical library, where all the manuals on computers are kept, was in a mess and needed to be organized. That was to be my responsibility for the next three weeks. The day before I was to begin computer school, my boss told me that the course had been delayed for another month. He said not to worry, however because he was going to have James Crane, the branch's leading salesperson, give e some on-the-job training. I was told to accompany James on his calls. I'm supposed to start the school in two weeks, but I've just made up my mind that thi place is not for meExplanation / Answer
The company managers must understand that most new workers are likely to be anxious during the initial few days of employment. Consequences of bad induction mislead the new employees and they may make mistakes that can lead to irreversible damage. Loss of productivity and employee morale is another effect of poor induction. Dissatisfied employees in the initial weeks of employment are likely to leave the organization soon. This is what happened in the computer manufacturing organization.
The managers in computer manufacturing organization assume that a new employee must learn the ways of the organization on their own, must not hesitate to take up any job irrespective of their status and position, and take initiatives to improve the systems in the organization. Though the approach of job rotation, taking ownership in work place, autonomy, etc., are valuable people management approaches, it must be used with prudence. It is important for a new employee to feel that the organization which she or he works for is stable, productive and growth oriented. In the case of Otis, he lost faith in the organization and came to the conclusion that it is not the right place for his career.
2.Typically an organization must provide appropriate induction training to the new employees. The common features of an effective induction include an introduction to the organization, and its policies and procedures, an introduction to the relevant colleagues, a short tour of the workplace, introduction t practices and procedures followed in the organization, safety measures, etc.
Even before induction training is planned, the computer manufacturing company must bring orderliness in their processes and procedures. With the help of an organizational structure, proper man power planning, job descriptions, the interrelationship between managers and work, and decision making architecture, the company must align its systems to its business strategy. It also must develop people policies to motivate, engage and retain their employees.