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The Fall of Quest

Group 2: ◦ ◦ ◦ ◦ ◦ ◦ Tina D’Costa – 09 Shweta chavan .16 .06 Rashi Kumar – 28 Viveka Naik – 22 Roshni Shaikh – 32 Athira Anil .

Busy with the task of running one of the world's leading PC manufacturing organizations. Samuel Anderson. Clarke began relying heavily on three senior executives . Clarke is a hard-driving. Anderson immediately started using his relationship with Clarke to influence business decisions. no-nonsense leader and new CEO of the company in 1992 Vision was to create a $30 billion enterprise by the year 2000.Summary       1997 was a banner year for Quest Computer Corporation. vice president of human resources joins Quest Computer Corporation in 1995.

Quest's senior executive team became disjointed and increasingly detached from the rest of the company. Clarke's reliance on Anderson baffled. . Two of Anderson's initiatives drove home the point of an executive team that was out of touch with its workers. and angered. other executives. Top ten executives left the company and following them were several essential managers and supervisors.Contd…       The rest of the team felt increasingly alienated. Clarke empowered Anderson to do things way beyond his role in human resources.

and the company's first-quarter earnings fell far short of analysts' estimates.Contd…      The performance of the company started to degrade. now has the massive job of turning a lot of infighting rank and file into a cohesive organization. Quest's stock lost almost half its value. . The new CEO. Huge oversupplies of inventory adversely affected Quest. Quest attempted to construct its own build-toorder strategy by purchasing a rival company. Paula White.

This in turn means that it will be performed to the best interest of the organization.What are competencies?  A person is qualified to perform a task or job. the person will help the organization to excel by his or her performance. It does not necessarily mean it will be performed to set standards as the standards might have been arbitrarily built by someone with less knowledge of what the job requires. . That is.

Types of Competencies Core Competencies ◦ ◦ ◦ ◦ ◦ ◦ Knowing and Managing Yourself Communicating in a credible and effective way Producing Results Moving forward in a changing environment Fostering integration and Teamwork Respecting and Promoting Individual and Cultural Differences ◦ Setting an example Managerial Competencies ◦ ◦ ◦ ◦ ◦ ◦ Creating an empowering and motivating environment Ensuring the effective use resources Building and Promoting partnerships across the organization and beyond Driving to a successful future Promoting Innovation and Organizational Learning Promoting and Position in market. Leadership Competencies .

Competencies .

 .  And overcome from the downfall.How can implementing a competency based performance model help Quest? Identify the leaders  Building a model  ◦ Suitable for the employee Other to follow the model  Identify the weak area  Development or training programme to match up with the Competency model.

 Declare the decision: decide what the decision is. . and who should be involved. how you’ll work it. gather the information you need to understand the possibilities and probabilities.What are the three key leadership competencies that you believe are most important for Quest's leaders to have in order to ensure its survival?  Decision making  Realize when and why to make a decision  Understand the situation and able to make hard decision too.  Work the decision: generate a complete set of alternatives. and ultimately make a choice that best fits your values.

 Building visions and trust • Inspire other to work. . • Make others to follow the vision. • Built the trust. • Motive them to understand the value of each other.

 Developing conflict resolutions • Able to solve the conflict • Able to give right judgement .