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    Case Study 23

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    Priyanshu Chokhani
    Mihir Bhandari was appointed the new CEO of Cosmos Consultancy Ltd. after Hariprasad Bhardwaj, the previous CEO, left for the USA. Under Hariprasad's leadership, Cosmos had a relaxed and friendly culture where employees were treated like family. However, after joining, Mihir introduced stricter policies, discontinued fun activities, and communicated displeasure harshly to managers. This led to apprehension among employees, lower profits, and increased turnover in Mihir's first six months as many staff resigned.

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    Case Study 23

    Uploaded by

    Priyanshu Chokhani
    317 views2 pages
    Mihir Bhandari was appointed the new CEO of Cosmos Consultancy Ltd. after Hariprasad Bhardwaj, the previous CEO, left for the USA. Under Hariprasad's leadership, Cosmos had a relaxed and friendly culture where employees were treated like family. However, after joining, Mihir introduced stricter policies, discontinued fun activities, and communicated displeasure harshly to managers. This led to apprehension among employees, lower profits, and increased turnover in Mihir's first six months as many staff resigned.

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    this is a case study on leadership taken from NMIS

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    Mihir Bhandari was appointed the new CEO of Cosmos Consultancy Ltd. after Hariprasad Bhardwaj, the previous CEO, left for the USA. Under Hariprasad's leadership, Cosmos had a relaxed and friendly culture where employees were treated like family. However, after joining, Mihir introduced stricter policies, discontinued fun activities, and communicated displeasure harshly to managers. This led to apprehension among employees, lower profits, and increased turnover in Mihir's first six months as many staff resigned.

    Copyright:

    © All Rights Reserved
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    317 views2 pages

    Case Study 23

    Uploaded by

    Priyanshu Chokhani
    Mihir Bhandari was appointed the new CEO of Cosmos Consultancy Ltd. after Hariprasad Bhardwaj, the previous CEO, left for the USA. Under Hariprasad's leadership, Cosmos had a relaxed and friendly culture where employees were treated like family. However, after joining, Mihir introduced stricter policies, discontinued fun activities, and communicated displeasure harshly to managers. This led to apprehension among employees, lower profits, and increased turnover in Mihir's first six months as many staff resigned.

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    CASE STUDY

    Mihir Bhandari, an IIM graduate was appointed the CEO of Cosmos


    Consultancy Ltd. Cosmos developed software packages for the finance
    companies and banks. The ambience at Cosmos was rather relaxed with a
    flat organizational structure. Being a software house, it was but natural
    for programmers and managers to mingle freely with each other. The
    company promoted a friendly unstructured atmosphere to gel with its
    nature of business. The average age of a Cosmos employee was 25-27
    years. Before Mihir took over as the CEO, Hariprasad Bhardwaj, an IIT
    graduate, was heading Cosmos for nearly 4 years. Hariprasad was known
    for his professionalism and human touch. Most of the young
    programmers saw a role model in Hariprasad because of his down-toearth and amicable approach. Out of the total staff of 167 employees,
    anyone could walk up to him and freely discuss his problems with him.
    He enjoyed the week-end fun hours with his employees when the
    company would give snacks and tea to all the employees and allow them
    time and space to enjoy themselves. Cosmos had seen a steady growth
    under him, which in tangible terms meant an increase in business
    turnover of up to Rs.45 crores. His decision to leave for USA came as a
    shock to all the employees. And when the new appointee Mihir joined
    Cosmos, there was apprehension in the air. Mihir of course, had an
    impeccable track record, with a sound computer engineering degree and
    the added management qualification from IIM.
    Within a few days of taking charge, Mihir introduced a few changes. He
    saw no value in fun hours and decided to discontinue this practice. He
    also insisted that employees first check with his PA and then meet him.
    Moreover, when one of the programmers remained absent for more than 2
    days without any intimation, Mihir used strong words to communicate his
    displeasure to Naresh Gupta, the project leader to whose team the
    programmer belonged. Naresh obviously found Mihir strongly
    opinionated because he realized that Mihir was not prepared to buy his
    explanation for the absence. One particular project team ran into trouble
    chasing the deadline. Mihir minced no words in communicating to the
    project manager, Subodh Walavalkar, that if the project was not
    completed within next two weeks then he may be forced to assign the
    project to another team. Of course, by now the office grapevine was
    abuzz that Mihir had an attitude problem. In the meanwhile, Subodh
    Walavalkar resigned along with two other programmers from his team.
    During the first 6 months, the company showed a slight dip in its
    profitability. The companys employee turnover went up by a whopping

    10%. The managing director Mr. Shrihari Sharma was a worried man. He
    invited Mihir for a meeting to discuss the issue.
    CASE QUESTIONS
    1. What happened at Cosmos when Hariprasad Bhardwaj left the
    company?
    2. Was Mihir Bhandari wrong in his approach? Give reasons for your
    response.
    3. What HR concepts should have been addressed so that this issue
    could have been averted altogether ?

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