Rohit Narang joined Apex Computers

Rohit Narang joined Apex Computers (Apex) in November after a
successful stint at Zen Computers (Zen), where he had worked as an assistant
programmer. Rohit felt that Apex offered better career prospects, as it was
growing much faster than Zen, which was a relatively small company. Although
Rohit had enjoyed working there, he realized that to grow further in his field, he
would have to join a bigger company, and preferable one that handled
international projects. He was sure he would excel in his position at Apex, just as
he had done in his old job at Zen.
Rohit joined as a Senior Programmer at Apex, with a handsome pay hike.
Apex had international operations and there was more than a slim chance that
he would be sent to USA or the UK on a project. Knowing that this would give
him a lot of exposure, besides looking good on his resume, Rohit was quite
excited about his new job.
Rohit joined Aparna Mehta’s five-member team at Apex. He had met
Aparna during the orientation sessions, and was looking forward to working
under her. His team members seemed warm and friendly, and comfortable with
their work. He introduced himself to the team members and got to know more
about each of them.
Wanting to know more about his boss, he casually asked Dipti, one of the
team members, about Aparna. Dipti said, “Aparna does not interfere with our
work. In fact, you could even say that she tries to ignore us as much as she can.”
Rohit was surprised by the comment but decided that Aparna was
probably leaving them alone to do their work without any guidance, in order to
allow them to realize their full potential.
At Zen, Rohit had worked under Suresh Reddy and had looked up to him
as a guide and mentor – always guiding, but never interfering. Suresh had let
Rohit make his own mistakes and learn from them. He had always encouraged
individual ideas, and let the team dicover the flaws, if any, through discussion
and experience.
He rarely held an individual member of his team responsible if the team as
a whole failed to deliver – for him the responsibility for any failure was collective.
Rohit remembered telling his colleagues at Zen that the ideal boss would be
someone who did not interfere with his/her subordinate’s work.
Rohit wanted to believe that Aparna too was the non-interfering type. It
that was the case, surely her non-interference would only help him t grow.
In his first week at work, Rohit found the atmosphere at the office a bit
dull. However, he was quite excited. His team had been assigned a new project
and was facing a few glitches with the new software. He had thought about the
problem till late in the night and had come up with several possible solutions.
He could not wait to discuss them with his team and Aparna. He smiled to
himself when he thought of how Aparna would react when he told her that he
had come up with several possible solutions to the problem. He was sure she
would be happy with his having put in so much effort into the project, right from
day one.
He was daydreaming about all the praise that he was going to get when
Aparna walked into the office. Rohit waited for her to go into her cabin, and
after five minutes, called her up, asking to see her.
She asked him to come in after tem minutes. When he went in, she looked
at him blankly and asked, “Yes?” Not sure whether she had recognized him,
Rohit introduced himself. She said, “Ok, but why did you want to meet me?”
Rohit started to tell her about the problems they were having with the
software. But before he could even finish, she told him that she was busy with
other things, and that she would send an email with the solution to all the
members of the team by the end of the day, and that they could then
implement it immediately.
Rohit was somewhat taken aback. However, ever the optimist, he thought
that she had perhaps already discussed the matter with the team.
Rohit came out of Aparna’s cabin and went straight to where his team
members sat. he thought it would still be nice to bounce ideas off them and also
to see what solutions others might come up with. He told them of all the solutions
he had in mind.
He waited for the others to come up with their suggestions but not one of
them spoke up. He was surprised, and asked them point-blank why they were so
disinterested.
Sanjay, one of the team members, said, “What is the point in our
discussing these things? Aparna is not going to have time to listen to us on
discuss anything. She will just give us the solution she thinks is best, and we will just
do what she tells us to do; why waste everyone’s time?”
Rohit felt his heart sink. Was this the way things worked over here?
However, he refused to lose heart and thought that maybe, he could change
things a little.
But as the days went by, Rohit realized that Aparna was the complete
opposite of his old boss. While she was efficient at what she did and extremely
intelligent, she had neither the time nor the inclination to groom her
subordinates.
Her solutions to problem were always correct, but she was not willing to
discuss or debate the merits of any other ideas that her team might have. She
did not hold the team down to their deadlines not did she ever interfere.
In fact, she rarely said anything at all! If work did not get finished on time,
she would just blame her team, and totally disassociate herself from them.
Time and again, Rohit found himself thinking of Sureshm his old boss, and
of how he had been such a positive influence. Aparan, on the other hand, even
without actively doing anything, had managed to significantly lower his
motivation levels.
Rohit gradually began to lose interest in his work – it had become too
mechanical for his taste. He didn’t really need to think; his boss had all the
answers.
He was learning nothing new, and he felt his career was going nowhere.
As he became more and more discouraged, his performance suffered. From
being someone with immense promise and potential Rohit was now in danger
of becoming just another mediocre techie.
Questions for Discussion
1. What, according to you, were the reasons for Rohit’s
disillusionment? Answer the question using Maslow’s Hierarchy of
Needs.
2. What should Rohit do to resolve his situation? What can a team
leader do to ensure high levels of motivation among his/her team
members?

Keputusan (Bahasa Melayu) 1:

Rohit Narang menyertai Apex Komputer (Apex) pada November selepas
bertugas berjaya di Zen Komputer (Zen), di mana beliau telah bekerja sebagai pembantu
programmer. Rohit merasakan Apex ditawarkan prospek kerjaya yang lebih baik, kerana ia telah
berkembang lebih cepat daripada Zen, yang merupakan syarikat yang agak kecil. Walaupun
Rohit telah senang bekerja di sana, dia sedar bahawa untuk terus berkembang di ladangnya, dia
akan mempunyai untuk menyertai syarikat yang lebih besar, dan salah satu yang lebih baik dikendalikan
projek antarabangsa. Dia yakin beliau akan cemerlang dalam kedudukannya di Apex, sama seperti
yang telah dilakukannya dalam pekerjaan lamanya di Zen.
Rohit menyertai sebagai Programmer Kanan di Apex, dengan kenaikan gaji yang lumayan.
Apex mempunyai operasi antarabangsa dan terdapat lebih daripada yang langsing peluang bahawa
dia akan dihantar ke USA atau UK pada projek. Mengetahui bahawa ini akan memberikan
dia banyak pendedahan, di samping mencari yang baik di dalam vitae kurikulumnya, Rohit agak
teruja dengan kerja barunya.
Rohit menyertai pasukan lima anggota Aparna Mehta di Apex. Beliau telah menemui
Aparna semasa sesi orientasi, dan tidak sabar untuk bekerja
di bawah beliau. Ahli pasukannya kelihatan ramah dan mesra, dan selesa dengan
kerja mereka. Beliau memperkenalkan dirinya kepada ahli-ahli pasukan dan mendapat tahu lebih lanjut
tentang setiap daripada mereka.
Kerana mahu tahu lebih lanjut mengenai bosnya, dia bersahaja bertanya Dipti, salah satu daripada
ahli-ahli pasukan, kira-kira Aparna. Dipti berkata, "Aparna tidak mengganggu kami
kerja. Malah, anda juga boleh mengatakan bahawa dia cuba untuk mengabaikan kita seberapa banyak yang dia boleh. "
Rohit terkejut dengan komen tetapi memutuskan bahawa Aparna telah
mungkin meninggalkan mereka sahaja untuk melakukan kerja mereka tanpa apa-apa petunjuk, untuk
membolehkan mereka menyedari . potensi penuh mereka
Di Zen, Rohit telah bekerja di bawah Suresh Reddy dan telah memandang kepadanya
sebagai panduan dan mentor - sentiasa membimbing, tetapi tidak pernah mengganggu. Suresh telah membiarkan
Rohit melakukan kesilapan sendiri dan belajar daripada mereka. Beliau sentiasa menggalakkan
idea-idea individu, dan membiarkan pasukan dicover kelemahan, jika ada, melalui perbincangan
dan pengalaman.
Beliau jarang diadakan ahli individu pasukannya bertanggungjawab jika pasukan sebagai
keseluruhan gagal untuk menyampaikan - untuk dia tanggungjawab bagi apa-apa kegagalan adalah kolektif.
Rohit teringat memberitahu rakan-rakannya di Zen bahawa bos yang ideal akan menjadi
seseorang yang tidak mengganggu kerja-kerja bawahan / anaknya.
Rohit mahu percaya bahawa terlalu Aparna adalah jenis yang tidak mengganggu. Ia
itulah yang berlaku, pasti tidak campur tangan beliau hanya akan membantunya t berkembang.
Pada minggu pertama di tempat kerja, Rohit mendapati suasana di pejabat agak
membosankan. Bagaimanapun, beliau agak teruja. Pasukannya telah ditugaskan projek baru
dan berhadapan dengan gangguan beberapa perisian baru. Beliau telah berfikir tentang
masalah sehingga lewat malam dan telah datang dengan beberapa penyelesaian yang mungkin.
Dia tidak sabar untuk membincangkannya dengan pasukan dan Aparna beliau. Dia tersenyum kepada
dirinya apabila dia memikirkan bagaimana Aparna akan bertindak balas apabila dia memberitahu bahawa dia
telah datang dengan beberapa penyelesaian yang mungkin kepada masalah ini. Dia yakin dia
akan gembira dengan dia telah dimasukkan ke dalam banyak usaha ke dalam projek itu, sejak dari
satu hari.
Beliau membayangkan segala pujian yang dia akan dapat apabila
Aparna berjalan ke pejabat. Rohit menunggu untuk dia pergi ke dalam kabin itu, dan
selepas lima minit, dipanggil nya, meminta untuk melihat beliau.
Beliau meminta beliau datang selepas tem minit. Apabila dia pergi dalam, dia memandang
kepadanya secara tdk menunjukkan perasaan dan bertanya, "Ya?" Tidak pasti sama ada beliau pernah mengenali dia,
Rohit memperkenalkan dirinya. Beliau berkata, "Ok, tetapi mengapa anda ingin berjumpa dengan saya?"
Rohit mula menceritakan kepadanya tentang masalah mereka yang mempunyai dengan
perisian. Tetapi sebelum dia walaupun dapat menyelesaikan, dia memberitahunya bahawa dia sedang sibuk dengan
perkara-perkara lain, dan bahawa dia akan menghantar e-mel dengan penyelesaian untuk semua
ahli-ahli pasukan pada akhir hari, dan bahawa mereka dapat
melaksanakannya dengan segera .
Rohit telah agak terkejut. Walau bagaimanapun, sentiasa optimis itu, dia berfikir
bahawa dia mungkin telah membincangkan perkara itu dengan pasukan.
Rohit keluar dari kabin Aparna dan terus pergi ke mana pasukannya
ahli duduk. dia fikir ia masih akan lebih baik untuk melantun idea daripada mereka dan juga
untuk melihat apa penyelesaian lain mungkin datang dengan. Ia berkata kepada mereka semua penyelesaian yang
dia ada dalam fikiran.
Dia menunggu yang lain untuk tampil dengan cadangan mereka tetapi tidak salah satu daripada
mereka bersuara. Dia terkejut dan bertanya kepada mereka mentah-mentah mengapa mereka begitu
berminat.
Sanjay, salah seorang ahli pasukan, berkata, "Apakah mata pada kami
membincangkan perkara-perkara ini? Aparna tidak akan mempunyai masa untuk mendengar kami di
membincangkan apa-apa. Dia hanya akan memberikan kita penyelesaian budi yang terbaik, dan kami hanya akan
melakukan apa yang dia memberitahu kita untuk melakukan; mengapa membuang masa semua orang? "
Rohit berasa tenggelam hatinya. Adakah ini cara yang perkara bekerja di sini?
Bagaimanapun, beliau enggan berputus asa dan berfikir bahawa mungkin, dia boleh mengubah
perkara yang sedikit.
Tetapi sebagai hari-hari berlalu, Rohit menyedari bahawa Aparna adalah lengkap
bertentangan dengan bos lamanya. Walaupun dia adalah berkesan pada apa yang dia lakukan dan amat
bijak, dia tidak masa atau kecenderungan untuk pengantin lelaki beliau
bawahan.
penyelesaian untuk masalah beliau sentiasa betul, tetapi dia tidak bersedia untuk
membincangkan atau membahaskan merit mana-mana idea-idea lain yang beliau pasukan mungkin mempunyai. Beliau
tidak memegang pasukan turun ke tarikh akhir mereka tidak tidak pernah mengganggu dia.
Malah, dia jarang berkata apa-apa pun! Jika kerja tidak dapat selesai tepat waktu,
dia hanya akan menyalahkan pasukannya, dan benar-benar memisahkan diri daripada mereka.
Masa dan sekali lagi, Rohit mendapati dirinya memikirkan Sureshm bos lamanya, dan
bagaimana dia telah pengaruh yang positif. Aparan, di sisi lain, walaupun
tanpa secara aktif melakukan apa-apa, telah berjaya mengurangkan dengan ketara beliau
tahap motivasi.
Rohit secara beransur-ansur mula hilang minat dalam kerja-kerja - ia telah menjadi terlalu
mekanikal untuk rasa beliau. Dia tidak benar-benar perlu untuk berfikir; bosnya mempunyai semua
jawapan.
Dia telah belajar perkara baru, dan beliau merasakan kerjayanya akan mana-mana.
Oleh kerana ia menjadi lebih dan lebih kecewa, prestasinya yang dialami. Dari
menjadi seseorang dengan janji yang besar dan berpotensi Rohit kini dalam bahaya
untuk menjadi hanya satu lagi techie biasa-biasa.
Soalan Untuk Perbincangan
1. Apa, menurut anda, adalah sebab-sebab yang Rohit
kekecewaan? Jawab soalan dengan menggunakan Hierarki Maslow
Keperluan.
2. Apakah yang perlu Rohit lakukan untuk menyelesaikan keadaan itu? Apa yang boleh satu pasukan
pemimpin lakukan untuk memastikan tahap motivasi di kalangan pasukannya / dia
ahli?