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Abstract

This case helps in analysing the factors which influence people''s perceptions. It also throws light on the perception hierarchy and helps in explaining how the same things are viewed differently by different people. Damodar Dhoot, the Head of Hermes-Nakata Finance Company, was successfully executing the company''s expansion plans to the South Indian states, while four new recruits were being hired in Delhi. Being absent in the selection process for the first time had already made him uneasy about the right fit of the new recruits in the company. When Dhoot came back to Delhi, he found that things were not progressing as he had expected. Each of the new recruits had their own expectations, attitudes and motives and hence perceived the job differently. After an unpleasant first meeting with the new recruits, Dhoot decides to keep an eye on them and assess each one. He finds that some of the new recruits differed from the company''s, as well as his, values and ideals. Dhoot judges each one based on his perceptions and ultimately fires three of the four new recruits. Though perceptions are decisive, they can be deceptive at times. Did Dhoot make the right decision? Did the three recruits deserve to be fired? This case can be used to: (1) explore and analyse the interlinkages between values, attitudes and perceptions; (2) understand the hierarchy of feelings, observations, experiences, values, attitudes, opinions, perceptions and judgments; and (3) analyse which of the components of the hierarchy can or cannot be changed.
Location:
Other setting(s):
2009

About

Abstract

This case helps in analysing the factors which influence people''s perceptions. It also throws light on the perception hierarchy and helps in explaining how the same things are viewed differently by different people. Damodar Dhoot, the Head of Hermes-Nakata Finance Company, was successfully executing the company''s expansion plans to the South Indian states, while four new recruits were being hired in Delhi. Being absent in the selection process for the first time had already made him uneasy about the right fit of the new recruits in the company. When Dhoot came back to Delhi, he found that things were not progressing as he had expected. Each of the new recruits had their own expectations, attitudes and motives and hence perceived the job differently. After an unpleasant first meeting with the new recruits, Dhoot decides to keep an eye on them and assess each one. He finds that some of the new recruits differed from the company''s, as well as his, values and ideals. Dhoot judges each one based on his perceptions and ultimately fires three of the four new recruits. Though perceptions are decisive, they can be deceptive at times. Did Dhoot make the right decision? Did the three recruits deserve to be fired? This case can be used to: (1) explore and analyse the interlinkages between values, attitudes and perceptions; (2) understand the hierarchy of feelings, observations, experiences, values, attitudes, opinions, perceptions and judgments; and (3) analyse which of the components of the hierarchy can or cannot be changed.

Settings

Location:
Other setting(s):
2009

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