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CASE STUDY 4

Case Details

 Name: Professor Anil Kumar Baliga


 Age: 53 Years
 Position: Director
 University: Graphic Era Hill University Bhimtal Campus
 Source of Information: Faculty & Staff at GEHU

Case Highlights

 Cold Response from Employees


 Employees not Motivated Enough
 Employees not Taking Well to New Rules and Regulations
 Use of Emotional Intelligence to Address Issues

Case Details

Professor Anil Kumar Baliga is highly experienced individual working as Director at GEHU,
Bhimtal campus. He took over the position of director general for the Bhimtal campus in the
month of March 2018 and soon began to look into finer details of the organization, for doing the
same he called in a meeting soon after his appointment.

Graphic Era Hill University (Bhimtal Campus) has a long-standing reputation as a friendly
institution with traditional values, and it prides itself on its culture of providing holistic education
to students through a mix of theoretical and practical knowledge being imparted in all courses.
The current faculty and staff have prepared a comprehensive package outlining the universities
vision and key student success stories that demonstrate their commitment to imparting high
levels of knowledge to students in all courses and reduce staff and faculty turnover.

It is Monday morning and Professor Baliga has called a meeting at 8 a.m. He arrives at 7 a.m.
and is surprised to find only a couple of staff in the building. Professor Baliga begins the meeting
at 8 a.m. sharp, and the auditorium seats are half-filled. He is perplexed and angry at the turnout
as the notice for the meeting was sent on a Wednesday the previous week, but begins the
meeting. "Creating value for all directly and indirectly involved with the university is what it’s
all about. We are the stewards of this university, and we have a responsibility towards our
students their parents and the society in general."

Silence echoes in Professor Baliga’s ears. He continues by stating, "I expect total dedication. If
you cannot commit to our new vision and strategies then this is not the right place for you.
Commitment starts by being on time." He motioned to the staff standing next to the auditorium
doors to close the doors. "If you can't be here on time, then you can't uphold the values of the
university."

Later that afternoon, Professor Baliga met with the executive team and outlined the strategies,
goals, numbers, and deadlines. A meeting was held with senior faculty members responsible for
reporting progress. Student’s satisfaction level was high and morale and motivation levels of
faculty were at its best.

A quarter later he had the quarterly report results. The university was excelling on most fronts
including satisfaction level of students and parents, placement results etc. However, turnover for
staff and faculty increased 25 percent. Involuntary turnover was up 10 percent. Previous student
numbers were decreasing, and their parents complaints were increasing. He reviewed the report
with his faculty. When he asked for input, his request was greeted with silence. He sensed an
uneasy feeling in the room.

Emotional intelligence

Emotional intelligence is an ability to perceive, assess, and manage the emotions of yourself and
others. Daniel Goleman's groundbreaking work on emotional intelligence groups leadership
competencies into four buckets: self awareness, self management, social awareness, and
relationship management.

Highly effective leaders incorporate all four competencies. Remember the following guidelines
when working on leadership and organizational effectiveness projects:
 Stop and find out the purpose. Is it feasible to link this initiative to business goals and
help drive results?
 Find executive champions and internal stakeholders who can open the doors to link the
initiative to business goals and drive results.
 Determine existing structures and systems that will support the initiative with
transparency.
 Use assessment tools.
 Incorporate emotional intelligence behaviors to existing learning initiatives.
 Establish a leadership program to help drive results.
 Incorporate a coaching and action-planning process.
 Assess your reward and recognition systems.

Key Results after Using Emotional Intelligence

Professor Baliga noticed severe problems with regards to faculties giving him an open feedback
about different things, also despite the university doing well on most fronts he realized that there
were certain issues that needed addressing. In order to resolve the issue he used certain principles
of Emotional Intelligence and got following results:

 By forming a team of self-motivated and self-driven faculty members to encourage others


to follow suit he was able to raise the motivation level of all. Faculty morale and
motivation increased as a result of the same along with commitment and dedication level.
The classes started on time and people were now giving and open and honest feedback in
meetings about different issues
 By charting a strategy that will help university achieve its overall goal of contributing
success to all parties directly/ indirectly involved with the university. Regular interaction
with students and periodical parent teacher meeting helped him to know what their
expectations are and as a result he was able to communicate the same to faculty thereby
clearly spelling out what is expected out of them.
 By regularly assessing results related to KPA’s (Key Performance Areas) he was able to
find out the loopholes in the existing system. Not only was he able to rectify them but
also at the same time improve them to an all-time high.
 Rewarding and recognizing excellent initiatives taken by faculty became part of the
system. Not only did it act as a motivational factor but also at the same time helped raise
performance levels on an overall level.
 Regular faculty development programs and guest lectures for students by industry experts
helped him create a culture of constant learning among students and faculties. This in a
way led to satisfaction level of students and faculties again increasing.

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