Case 04: When a New Manager

Stumbles, whos at fault?

Maximilian Kew. Lim Jinyu. Delia Ho. Magenta Mok. Devana P. Janarthanan K.

Thursday, March 1, 12

Case 04: When a New Manager

Stumbles, whos at fault?

Main Points

Characters

Christopher Woodbone (CEO)

Gloria Ludlow

Paul Mackinley
(Manager, Minneapolis Branch)

(Regional Director)

Rafferty Goldstone
(Manager, Framingham Branch)

Juba Puckett
Tony Skrow
Bill Durkee
(Sales Reps)

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Jim Slake
(Head HR)

Case 04: When a New Manager

Stumbles, whos at fault?

Main Points

Goldstone

-Promoted to Manager at Framingham, Massachusetts Branch (6 months)

Best Reps are Leaving

Barely Meeting Quota

Time Management Issues

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Managerial Effectiveness

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Technical Expertise

Specialized Knowledge

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p
Sales Re

Top 3 Sales Rep

$300 000 Yearly Average

Manag

er

Struggling with new products (PSA)

Flooded with paperwork
Cant answer questions in meetings

Technical Expertise

Specialized Knowledge

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Human Skills

Interacting Effectively with People

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Motivation

Human Skills

Interacting Effectively with People

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Authority and Respect

-sales reps
-employee surveys

Human Skills

Interacting Effectively with People

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Big Picture
Prioritizing

Strategic Skills

Conceptualizing and Planning

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Barely meeting quota

Losing people

Late paperwork

Performance

Results of the Branch

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Goal Setting

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Goal Setting
Gloria Ludlow

You can do whatever you want,

but youll be held accountable
You sell Woodbones policy,
you hit quota
Your reps are your problem,
your quotas are mine
Gloria Ludlow
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Goal Setting
Rafferty Goldstone

She set quota.

She had her own agenda

Rafferty Goldstone
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Goal Setting
How?

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Goal Setting
What Theory?

M.B.O
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Goal Setting
Goal Fundamentals

Goals must be:

Tangible
Verifiable
Measurable
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Goal Setting
4 Ingredients of M.B.O

Goal specificity
Explicit time period
Participative decision making
Performance feedback
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Goal Setting
Goal Fundamentals

SMAR T
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Management Development
Process

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Management
Development Process
Definition

The process from which managers learn and

improve their skills not only to benefit themselves
but also their employing organizations.

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Management
Development Process
Systems Thinking
A system is made up of
both the component
parties and the nature
of the relationship they
have formed.

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Management
Development Process
Observations from the Case
Management policies and ideas were only told,
instead of being shown
No coaching on a personal level
No motivation for senior managers to train goldstone
Poor feedback mechanism

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Management
Development Process
Bulwarks MDP

Sink or Swim
No Smooth Transition
No Job Fitting

Not Promoting Helpful Attitudes

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Management
Development Process
Improvements
Stage

Improvements

Selection

technical skills good manager

provide managerial opportunities (Enactive Mastery)
other forms of career advancement

Training

on-job training with mentoring (Vicarious Modelling)

feedback
clear communication of job expectations

early evaluation against defined expectations

On the Job reward/correct behavior to enhance performance

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SUGGESTIONS

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Suggestions
Goldstone

Quit?

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Suggestions
Goldstone

1. Deal with LudLow

Admit he is at a loss
Build a performance plan with Ludlow, stating clear
expectations and dates

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Suggestions
Goldstone

2. Quickly Secure Sales Reps

Communicate corporate objectives (mutual benefit)
Dont micromanage
Change impressions (compliance vs cooperation)
Encourage sales reps to practice helpful behavior
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Suggestions
Goldstone

3. Seek help
Take advantage of Durkees product expertise
Get more advice from Mackinley / Slake
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Suggestions
Bulwark

1.Hold Senior Managers Accountable

Compensation scheme
Incentive to ensure managers perform well
Avoid shirking of responsibility
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Suggestions
Bulwark

1.Be Sensitive to Employees

Do not focus solely on bottom-lines
Make sure employees understand that they play a part
Revise criteria for managerial positions
Be mindful about context
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Q&A

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Management by Objectives (MBO)

Goals must be:

Tangible
Verifiable
Measurable
Important:
Goal Specifivity
Participative decision making
explicit time period
performance feedback

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