When he found out that the chief engineer, Curt Andrews, lacked administrative skills which are a necessary component for managers starting up new operations, Erik Peterson made every effort to address this issue even to the point of replacing him with someone more capable in this position. This became an immense problem with Curt because he definitely lacked the required technical skills for starting up this brand new operation. However, Peterson could not be very open with the people in upper management because he too did not have these required skills either. So, at the very start of his job he was in a predicament that he attempted to fight in the October visit to Los Angeles by asking management to reassign and replace Curt to somewhere else so that a person with the required technical skills and emotional intelligence can be hired in his place. This was not an option for management and Peterson decided to make do with what he had by implementing three solutions to this dilemma.
Eric Peterson Case Overview This is a case about a manager who does his job competently, but is in trouble and doesn’t know it. The problem is, he has neglected managing his bosses. Situation • Since Peterson had no experience in the field, second-guessing of his decisions was to be expected, especially when there were problems • Peterson’s boss also has no expertise in the relevant areas, and is relatively disengaged in thinking through the big issues. Disengaged boss is very dangerous situation. • Multiple management challenges among subordinates, all of which Peterson was handling well, but which required some decisions that required local knowledge to understand why they were good (e.g., moving Stevana in charge of construction) • Little contact with superiors/headquarters since taking job • Early on, Peterson antagonized some higher-ups (e.g., Cantor & Green) • A review from on high will come in two weeks What Peterson Should Have Done • Found ways to educate Hardy on the operation and engage him in decisions.
Eric Peterson Case Overview This is a case about a manager who does his job competently, but is in trouble and doesn’t know it. The problem is, he has neglected managing his bosses. Situation • Since Peterson had no experience in the field, second-guessing of his decisions was to be expected, especially when there were problems • Peterson’s boss also has no expertise in the relevant areas, and is relatively disengaged in thinking through the big issues. Disengaged boss is very dangerous situation. • Multiple management challenges among subordinates, all of which Peterson was handling well, but which required some decisions that required local knowledge to understand why they were good (e.g., moving Stevana in charge of construction) • Little contact with superiors/headquarters since taking job • Early on, Peterson antagonized some higher-ups (e.g., Cantor & Green) • A review from on high will come in two weeks What Peterson Should Have Done • Found ways to educate Hardy on the operation and engage him in decisions.
This created confusion of reporting responsibilities, political tension, and reluctance to take responsibility and action. To address the main problem Erik Peterson is inexperienced and this shows in his incapacity to handle various situations in the case. He lacks the support of the upper management (Jenkins and Hardy), and does not reach out for help among his peers( Green,Cantor) He also has to face insubordination,Curt Andrew being the prime accused in this case. He also faces the Turn on Deadline 1) Lack of communication from frontline workers to Curt Andrews (and thus Erik) in providing tower building status, updates, or needs. Erik seems hampered at quickly knowing exactly where the 21 towers stand.
A team shouldn’t even exist unless it represents the best way to help the organization achieve its goals (Luecke, 2004, p. 23). And Randy not being cut to be a team player was not a joke; Eric should have paid attention. Aside from unclear goals and a lack of experience with team-based work, Randy would be the thorn in this team. Eric has a total lack of control over this individual allowing him to intimidate reserved members of the team making their opinions or ideas unheard. At some point Eric would have to wonder, if the CEO, Jack Derry thought so highly of Randy, “Why isn’t he leading this strategic realignment?
He realizes that his team fuels the success of this business ventures and is a great supporter of any amazing idea because he wants people to “rise to the level of their dreams.” 3. Branson disproved many myths that many believed to be true about leaders. For one, it is perceived that leaders are charismatic and have more education than others which the case with him was not really so. He was dyslexic but that did not stop him from pursuing various business ventures. Another myth he busted was of him having the title of being a leader.
Fester was very aggressive in his approach to solve problems; he was willing to do whatever it took to make his point. He didn’t cater to the expression of the other team members, which made others in the team think of him as an individualist and not a team player. Dr. Jerrold, the project head, brought Knowlton and Fester together after he thought he had Knowlton’s support. Bob Knowlton’s problem was his communication skills because he was not able to acknowledge his opinions, feelings, and conflicts with Fester, Jerrold, and his teammates. One could tell Fester’s presence changed this because before Fester joined the team; Knowlton often shared his feelings with Jerrold because they had an open relationship.
He knows that there is no way Willy can earn him a profit with “a job in town “, therefore he avoid and reason with Willy so he can keep Willy on the road because Willy is fallen behind the modern world. And there is “no place “ for people like Willy .During the conversation , we can see that Howard doesn’t respect Willy and calling him “ kid “ and ignore Willy , while the audience all know that Willy has more experience than Howard, so they will have a big impression on Howard character and make him become memorable. The recording machine that fascinates Howard in his office emphasizes modern technologyl world. This shows that Howard ismore interests in the future than the past, and that why he fires Willy with no regards to Willy’s loyal service or friendship with his father. He knows about Willy’s past to the firm, but Howard “can’t pull blood out of the stone “that why he can’t keep Willy, and sometime that Willy crack up and makes him worry more because that may not cause problem.
Socrates lived as an independent man. he did not want to go under any category. He was not paid for his "irony" and maieutics. Therefore he was not a sophist, as being a sophist was having a profession. Socrates was genuinely worried about why the young men were so disappointing.
He also don’t know how to build and use personal power to influences others behavior to achieve his goals. Sometimes he may only care about his own interest but ignore the company’s interest, because he is a very cautious man. For example: when he finds there is a leak after “balance accident”, he just let it pass. He also never talk about business matters with friends to avoids fall into office politics. b) Allen Jones is a branch manager coordinator in Hereford National Bank.