Project Vishwamitra at T.P. Engineering Corporation
商品編號：9B11C041
出版日期：2011/01/12
再版日期：2013/02/13
商品來源：
商品主題：International Business; Organizational Behaviour/Leadership
商品類型：Case (Field)
涵蓋議題：Human Resources;Change Management;Engineering;Public Sector;India;Ivey/ISB
難易度：4 - Undergraduate/MBA
內容長度：14 頁
地域：India
產業：Manufacturing
事件年度：2011
The case describes the introduction of a human resources (HR) system named Project Vishwamitra (PV) in 2000 in a large, public-sector manufacturing organization, T.P. Engineering Corporation (TPEC). PV was introduced with considerable leadership support and visibility. It was intended to provide every engineer trainee at TPEC a friend and guide to ease their entry and socialization into the organization. The senior managers assigned to guide the trainees were called mentors. For about five years, the project ran smoothly — the trainees felt supported whenever they needed help, and the mentors were happy to guide trainees. But afterwards, certain important changes took place in the organization in the staffing of leadership positions. With expansion and new projects, the growth trajectory of TPEC showed a sharp increase. With longer-standing employees moving out and a significant rise in the number of trainees recruited, PV ran into difficult times. However, no changes were made in the system or processes. Meetings between trainees and mentors became more infrequent and, in certain areas, there was no contact between the two. In the midst of degeneration, one of the leaders was able to revive the project in one of the company units. TPEC had highly ambitious growth plans and the number of trainees was expected to increase from 450 in 2010 to 750 in 2011. The company faced a choice regarding the form in which PV should continue.
教學手冊：Project Vishwamitra at T.P. Engineering Corporation - Teaching Note
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