Manpreet is AGM materials in a packaging company. He bumped into Singh room, GM Materials, threw the resignation letter on his table, shouted and walked out of the room swiftly. MP has reason for his sudden outburst. He has been driven to the wall. Perhaps details of the story will tell the reasons for his resignation. The year was 2005 when MP quit the prestigious Steel plant at Alberta. As a manager material MP enjoyed the power. He could even place an order for materials worth Rs 25 lakh. He needed nobody’s prior approval MP joined a packaging company as AGM Materials. The plant is owned by a prestigious business house in Ontario. Obviously perks, designation and reputation of the conglomerate lured MP away from the public sector. When he joined the new company little did he realize that he needed prior approval to place an order for materials worth Rs 12 lakhs. He had presumed that he had the authority to place an order by himself worth half the amount of what he used to do at the previous company. He placed the order material arrived, were received, accepted and used up in the plant. Trouble came from vendor. The accounts department withheld payment for the reason that the bill was not endorsed by Singh. Singh refused to sign the bill as his approval was not taken by MP before placing the order. MP felt fumigated and cheated. A brief encounter with Singh only aggrarated the problem. MP was curtly told that he should have known company rules before venturing MP decided to quit the company. Does the company have an orientation programmer? If yes how effective is it? How is formal Orientation program conducted? Discuss the pros and cons of the current system and the need for the revision for the sake of operation efficiency.
