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Case Analysis George PDF
Case Analysis George PDF
A Case Study
Presented to
Dr. CORAZON S. FAJARDO
Professor
Camarines Norte State College
Daet, Camarines Norte
I. TIME CONTEXT
George is the head of the evaluation division of a lending institution. The division
is composed of five analysts of varying experiences. Cecile, Nina and Norma are all
senior analysts. Blessy and Carmen are juniors. All except Cecile are performing at par.
Being analysts, they are given the same type of work. The only difference is the
expectation by management on the seniors to be able to complete the task at a much
faster pace and thus within a shorter period of time.
The staff in the unit has different backgrounds. All except Carmen are
accountants. Carmen is an economics major. The three seniors had similar
experiences, having come from the same office prior to the present. However, Cecile
worked as an editor whereas Nina and Norma worked as project evaluators. Blessy and
Carmen are almost of the same age, 20 and 21 years old, whereas Norma and Cecile
were of the same batch.
The problem arose when the performance evaluation time, Cecile ended up the
lowest among the five. She was even surpassed by the younger ones considering that
she was much experienced and had the necessary training and background to be able
to perform her task as a project evaluator. Because of this, George impressed upon the
group that they must up their output, most especially the seniors. This, Cecile took
differently. She started becoming unreceptive to suggestions and comments made for
the improvement of the group’s performance. She became adamant in pressing that her
duties include those that she had been used to do. Outside of them, she could not
counted upon for inputs.
Prior to this, the whole office was one big happy family. George upon noticing
that there was something wrong and no improvement was being made in the past
periods after performance evaluation, started becoming easily irritated. What once was
a room of laughter after office hours became a space of silence in a matter of weeks.
George became unapproachable and the jolly appearance disappeared. The whole
office got the treatment they did not deserve. Everyone was treated the same as the
guilty one.
II. VIEWPOINT
The analyst’ viewpoint in the problem of George and his management style is
that George is the type of manager that possess an autocratic type of management
wherein he wants everything to be as orderly as he wanted it to be, he decide on his
own without considering probable suggestions that others may give and he imposed
solutions to problems in which he thinks is right without considering the other factors. As
the head of the evaluation division, he must be very careful in analyzing the root of
every employee’s poor performance. In the case of Cecile, it is not safe to assume that
just because she’s already a senior analyst she can perform as fast as the other senior
analyst does. He should also take note that Cecile prior to the present, work as an
editor which is very different from being an analyst and that could be the reason of
Cecile’s poor performance. And George after evaluating his analysts must end up giving
wise advises in the best way he can without others feeling offended on how their
analysts can uplift their performance. He may use his past experiences in order to be
realistic in giving advises and thus refrain to offend others.
III. STATEMENT OF THE PROBLEM
1. What serves as the basis for assuming that senior analysts are more capable
of performing more efficiently than the younger ones?
IV. OBJECTIVES
This study aims to determine the most effective management style that George
must use.
1. George must take into consideration the other factors aside from being a senior
before making any assumptions with regards to employee’s performances.
2. Identifying the root cause of every employee’s poor performance can be done
through an interview with the analysts regarding George as a manager and his
management style.
3. Reviewing George’s current management style and formulating solutions to the
current problems found in his management.
4. Trying other management style through team building activities for them to know
the difference on working as a team.
5. Formulation and implementation of the most suitable management style is very
essential if they really want to uplift everyone’s performance.
VII. RECOMMENDATION
From the alternative courses of action, it is recommended that George must
select the management style that will suit best with his analysts and other co-workers.
George may try a style that is more of like teamwork, where he will function as a leader
and not as a manager because a leader chooses what is best more than just what he
thinks is right. And with that kind of management style his co-workers will think that he is
more approachable and will not get intimated asking him suggestions that will uplift his
analysts and co-worker’s performance.