![]() ![]() “Blue Chips will go international,” he had declared in the first executive committee meeting, “and exports will be our first concern.” Anand Prakash, the new managing director, had his priorities clear. The change of ownership had led to a replacement of the managing director, but it had not affected the existing core management team. Six months ago, Blue Chips had been taken over by an industrial group which had a diversity of business interests and was, more importantly, flush with funds. She found it unfair that she had to prove herself regularly at work and she used to make her displeasure on that score quite obvious to everyone. Srivastav had to fight male prejudice all the way. What was creditable was that all this had happened in an environment in which computer prices had been crashing.Īlthough she had a talent for striking an instant report with people – particularly with the company’s dealers – Srivastav often found herself battling against odds, as she perceived it, as far as her relationships with her subordinates and peers in the company were concerned. The company’s turnover had increased by two – and a half times during the period and its market share in a number of precuts had also moved up marginally. Manjula Srivastav had been head of marketing for the last four years at Blue Chips, a computer products firm. I must find a way out of he imminent mess.”Ĭase 2: PREJUDICES IN WORKPLACES : REAL OR PERCEIVED ? I must leave on a high note in my own interest. There is no way I can allow a split at the top just before I quit. “Ranjan is the one I have been grooming, but heavens, the flip side of it all had missed me completely. “Richard lacks stature, “Divan said to himself. There were considerations like cuture and compatibility which were paramount. Bringing an outsider would undo all his life’s work at Vertigo. On his way home, Divan thought about the matter in detail. In the meantime, I rely on you, Ram, to keep this discussion between the two of us.” “The board is scheduled to meet next month. “I have finalized my career plans and there is no question of staying on beyond six months from now,” said Divan. Having said that, may I also mention that if there is a showdown in the boardroom, you could always choose to stay on ? We would like it. The board member must do what in their view is right for the company. And in deciding on your successor, the board will seek your opinion, with due regard to your judgment. But the moment you announce your intention to leave, the aura begins to fade away. “In any case, you have been successful at Vertigo and it is difficult to argue with success. “When you are the boss, people accept your authority without question,” continued Saxena. “How could I lose touch?” he wondered, somewhat shaken. He had always prided himself on his hands – on style and thought he had his ear to the ground. ![]() We should think of someone else in the interest of stability to top management.” Divan could not believe what he heard. An exodus is something we can’t afford to have on our hands. He has generated a lot of resentment among senior Veritigo executives and there would be a revolt if he were to succeed you. Vertigo needs someone who understands the value of power and known how to use it. “Richard known things inside out alright”, said Divan, “But he is just a doer. But he has always had staff role with no line experience. His conceptual skills have served the company well. “You don’t have anything against him, do you?” he asks him. He is good and …” Divan was taken aback to see Saxena grimace. “I think the choice is quite obvious, “said Divan, “Ranjan Warrior. We should get down to the task of choosing a successor. “If that is what you want to do for the rest of your life, we can only wish you well”, he told him. On his wife’s suggestion that it would be wise to discuss the move with one of his trusted colleagues before making a formal announcement of his intention to seek premature retirement, Divan called on Ramcharan Saxena, a solicitor who has been on the Vertigo board for over a decade. But, by the time he was 50, the whizkid had acquired a larger than life image of a role model for younger managers and a statesman who symbolized the best and brightest face of Indian management. He had become the president five years later and the youngest chairman of the company at 45. ![]() Having joined Vertigo as a management trainee soon after college, he had gradually risen through the hierarchy to take a board position as the marketing director of the firm at 32. His premature exit was bound to create a flutter at the Vertigo board. Divan was still six years short of the company’s retirement age of 65. Prem Nath Divan, executive chairman of Vertigo, the country’s largest engineering project organization, decided to switch tracks for a career in academics. ![]()
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