Dave asked Deewakar Hansa to hire Amit Roy because he knew that, he could turn around the fortune of the business. For xanites India was on top priority for outsourcing the call center operation. Dave clearly mentioned that he needs a business head who understands the Indian market properly. Dave thought that it would be good to hire a skilled person especially for the operation in India.
Amit Roy a guy had an experience of 18 years in two different companies. He was an active person who always motivates hi subordinate to give their 100%. He was well suited to the needs of xanites . After three months Amit Roy joined the XANITES. Amit Roy was not proving himself as the organization had expected. Amit Roy finds what exactly needs to be done but after several discussion and presentation nothing moved. Deewakar Hansa asked why? Amit Roy replied, they still wanted to know the Indian market and culture.
After sometime Amit Roy said to Deewakar Hansa, my boss ? Keith, the head of Asia ? Pacific operations has agreed with the plan. But sanctions had to come from higher authorities. Keith spoke to lies boss who made a call to commercial director and so on and our competitor had already implemented. After seeing Amit Roy’s sad face Deewakar Hansa picked up phone and spoke to no. of people that he has a very big plan what xanites needs. Some youth management told that we should implement His ideas but old member as well as Asia pacific head told us couldn’t run that fast so tell him to be patient.
The Essay on Review Real Time By Amit Chaudhuri
God is in the details Real Time by Amit Chaudhuri 184 pp, Picador On page 33, I came across what I reckon to be the first (only) misplaced word in Amit Chaudhuri's brilliant collection of short stories. "He shoved the trunk carefully beneath the bed... ." Can one shove carefully, and even assuming it is not an oxymoron, is the adverb required Probably not. That - I mean the shock - is, I suppose, ...
He was entrepreneurship in him but couldn’t make it because of conflicts. Structures are easy to change but mind sets take longer. Amit roy’s plans- he wanted to recruit 10,000 in each quarter Justification- India has lots of good English speaker and computer graduates which we can get at 1/10 the Cost as compared to U. S. Amit Roy’s decision was very fast and company was not used to that pace. Company wanted 7 different people to examine and 12 different presentations to occur by the time it would be implemented by other competitors.
Deewakar Hansa stated that to make small move India we need to take permission from higher authorities. He thought that catalyst solution went wrong in fitting Amit Roy. The hierarchal structure was matrix structure and a complex network of people and function. There were too many people and hence too many relationship to be managed . So ultimately it was very critical for Amit Roy to continuously network with each of these people and assure that his plan will nurture the business in India Then finally Amit Roy said Deewakar Hansa ?
I am not a right person for this job and I did not know that decision making in this company would be tough. Next day when Deewakar Hansa explained the situation to Dave he replied “i understand he was very entrepreneurial for us, he wanted to move at the pace which business needed but we as an organization was not ready for that pace. But we have determined to correct some of those issues by bringing the lot of younger people. The way we are today, the company culture is not conducive for rapid growth.
