2) Lack of clear or established boundaries in authority, responsibility and accountability in the role of General Manager from executive management down to Erik. Erik is making decisions, such as salary for new employees and tackling potential zoning problems, that are then questioned (or ignored) by headquarters, calling into question Erik's authority and undermining the success of the operation. 2. What are the underlying causes of these problems? 1) It is apparent from the lack of receiving critical information that frontline construction workers / managers are either not aware of (or buy into) the aggressive timeframe for completing the towers.
Without the knowledge about how specific industry works, it is very hard to manage and lead the team to progress and be successful. To make things even worse, Peterson had to report to Jeff Hardy, who was Director of Budgets and Plans and also had no experience in systems operations. This was the first sign of miscommunication in the company. One of the biggest problems for Erik Peterson was bad communication and lack of expertise from the chief engineer Curt Anderson. Peterson showed decent managerial skills by giving specific instructions on how to improve Curt’s ability to plan and organize.
Carver is lacking in interpersonal effectiveness. He needs to address his ability to communicate and build interpersonal relationships. He needs to build a rapport with his employees to be successful. A successful leader “can help people contain and recover from their emotional stressors on the job” (Newman, Guy & Mastracci, 2007, p. 13). Carver was actually the stressor in many situations.
Carl demonstrated meager planning, implementation, and unwieldiness to follow-through with his assigned duties. It appears that Carl Robins is not qualified or trained properly to do his job successfully. This issue may have been averted by establishing a systematic leadership and mentoring plan by ABC, Inc. to train and advise their new employees. Several issues stand out immediately. New employees did not have the required forms completed and their transcripts were not on file.
Week 2 Assignment 1. The most important issue that needs to be resolved is the lack of communication between Nick and Warren. I think that this can easily be resolved on Nick’s part by making sure that all of his team members are on the same page with a weekly meeting. I think that by making sure that the team has effective communication it will be easier to get over some of the other obstacles that have come to the surface from the communication errors on Nick’s part. 2.
In Shelburne’s report, and your observation at the brand review meeting, Simon shows a pattern of lack of empathy for his subordinates and intolerance for imperfection. Also, he does not understand his position’s boundaries and felt entitled to yell at the staff in production floor, which was out of his scope. In the brand review meeting, with scoffs, scorns, and contemptuous taunts, Simon has created a punitive atmosphere for his staff; he did not question the mistake might have resulted from lack of training or communication among his staff, which is his responsibility to investigate and resolve the issue. Simon’s management style is close to Theory X. He doesn’t think that his staff is offering and contributing to their job as much as he does.
There was a significant gap between Biometra’s general manager’s job requirements and the current skills of Erik Peterson. Due to the lack of managerial experience Peterson was unable to see the big picture addressing the problems associated with producing a successful catheter launch. What problems are facing Erik Peterson? There are several problems which Peterson faces throughout the case. 1.
But now Tom Carr, new boss of Nolan, has completely rejected the project proposal of setting a new web based internal recruitment system proposed by Nolan. Nolan is in dilemma whether Tom is right with his people centric approach believing people and technology cannot work together. Again, Nolan is baffled whether he should advance with the new project or not? III. Problem Statement Sam Nolan(CIO) is finding it difficult to get project approval from Tom Carr(EVP), for designing a new web based internal recruitment system.
I listened to what he had to say and gave my input. We addressed the group about the situation at hand and continued with our assignment. This team member agreed that he did not contribute enough to each assignment therefore he believed he did not deserve the same grade as the other team members. I believe that we did an amazing job handling this situation, we came together and always had a plan b to complete our assignments. Bringing me to the point that, “Groups work best when they have identified a clear, elevating goal that unites their problem-solving effort” (Beebe, 2013, p. 253).
1. Why do you think George Miller gave everyone a 3 rating? George Miller gave everyone a 3 rating because he wanted to take the easy way out of thing. Moreover, doing the performance appraisal correctly allows the manager to get a grasp of where his employees are at, and also to find ways to improve the certain areas that they are not good in. There are many reasons to why George Miller gave every one a 3 rating, and one of them being he didn’t take the time to actual do the performance appraisal by noticing what his employee’s strength and weakness are.