Cliff Morton, a recent college graduate, was hired by the Capital Casualty Company as a trainee in the safety engineering department

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Essential of Managementinfo_at_answersheets.in91
95030-94040
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• Essential of Management
•  
• CASE STUDY (20 Marks)
• Cliff Morton, a recent college graduate,
  was hired by the Capital Casualty Company as a
  trainee in the safety engineering department.
  After completing a six-month training program,
  his function would be to conduct inspections of
  prospective policyholders places of business to
  determine whether or not safety practices and
  equipment were in use and to make appropriate
  recommendations to the Capital underwriters about
  the extent of the risk involved. Morton
  progressed through the program effectively and
  was now in the last stage.

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• He was being introduced to the territory he
  would take over by an experienced safety engineer
  who was being transferred to a larger territory.
  Each engineer worked out of his home, appearing
  at the office only on Mondays for a departmental
  discussion meeting. The requests for inspections
  were mailed to the experienced engineers home,
  and rush inspections were telephoned to him. Each
  engineer planned his own daily itinerary of
  inspections, completing the reports at home and
  mailing them in to the office each day. Cliff
  Morton found that by carefully planning his daily
  route in the territory, he could easily make 16
  to 18 inspections and complete the reports in a
  normal work day.

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• During his first week alone in the
  territory, he averaged 16 inspections a days. The
  following Monday, at the departmental discussion
  meeting the engineer who had introduced him to
  the territory called him aside and admonished him
  for turning in so many inspections each. Youll
  ruin it for us we only turn in 8 or 10 each day.
  If you want to do 16 or 18 a day, go ahead, but
  only turn in 8 and then take a day off. No one
  will know. Cliff didnt know what to say or do.
  He was ambitious, but he also knew he had to get
  along with his fellow employees.

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• Answer the following question.
•  
• Q1. How should Cliff Morton handle this
  situation?
•  
• Q2. Is peer pressure to slow down something that
  management can control? Explain.
•  
• Q3. How can such a situation arise?
•  
• Q4. Can a new employee be effective if he resists
  group pressure? Justify your answer.

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