'PREM' SHANKAR !

One will be rather perplexed by the complex personality that Prem Shankar is. Characters that answer Prem Shankar's description could be seen anywhere in any organisation. But Prem Shankar I am talking about is a unique personality by himself.

The story about him goes like this. He played a foul game even as a priest of a country side temple before he joined the organisation. He fell in love with a girl who visited the temple to worship the goddess and to offer poojas. This girl visited the temple very often. At the end of this affair which went on for quite some time, he married the girl and quit his job in the temple.

He discovered newer techniques and greener pastures at all places he worked. His weakness was managers who worked at top level of the organisation. Such managers were naturally custodians of immense authority and power. He would do anything for them. In the process he was able to get anything from such managers in return also.

It is a known fact that most of the managers who visited the branch centre where Prem Shankar worked or centres on the outskirts enjoyed the hospitality and generous treatment meted out by Prem Shankar.

It was a practice those days with most of the top managers who would pass through his place of work to call him and get all services of any description and Prem Shankar took legitimate pride in offering such services. He used to do all these services not without any expectation of any reward or benefit in return. He got benefits in abundance. He also managed undue benefits for those who were his preferred pets.

Prem Shankar offered services "unlimited". Right from pounded rice to home made pickles or rice preparations or cooked food of any description - he would offer anything vegetarian to his favourite managers.

If you think anybody could expect to get such services from Prem Shankar, you are thoroughly mistaken. He would offer these services only to very top management men. And none else.

Strictly very top men, and never even a colleague officer down the hierarchy in power and seniority, was his policy.

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Lesson: A shrewd manager should be able to locate and weed out those in the organisation who offer 'services unlimited' in expectation of official favours.

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