Small Industry Extension Training Institute
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Case Code: BSTR120 Case Length: 15 Pages Period: 1960-2003 Pub Date: 2004 Teaching Note: Not Available |
Price: Rs.300 Organization: Small Industry Extension Training Institute Industry: Education Countries: India Themes: Training |
Abstract Case Intro 1 Case Intro 2 Excerpts
Venkatraman's Dilemma
It was 6:00 in the evening and N. Venkatraman (Venkatraman), the new Principal Director of Small Industry Extension Training Institute (SIETI), was looking out of his window at a lush green campus against the backdrop of the setting sun. He was giving the final touches to some papers to be presented at a meeting the next day with the top management of the institute. Having worked in the organization for many years, Venkatraman had observed at close quarters the developments at SIETI under S. M. Prabhakaran (Prabhakaran), the former Principal Director. He had also been associated with several developments at SIETI during the previous five years. Under Prabhakaran, SIETI underwent massive restructuring.
The institute underwent a facelift, with improvements in the infrastructural facilities and training programs.
The training programs were made customer centric and interaction between SIETI and the external world was increased, resulting in better visibility for SIETI's activities. Prabhakaran also took various steps to improve the financial position of SIETI. Though these measures made SIETI financially comfortable, some observers felt that the original objectives of the organization had been diluted. The dilemma Venkatraman faced was whether to follow the footsteps of his predecessor and make more operational changes in the functioning of the institution, or to realign the organizational objectives keeping in mind the vision and mission of the institute. To get a clear picture about the organizational goals and the changes that had taken place over the years, Venkatraman decided to spend the evening understanding how the organization had evolved over the decades....
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