MPW Case Presentation.pdf

transcript

Case 04: When a New Manager Stumbles, who’s 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, who’s at fault?

Main Points

Rafferty Goldstone(Manager, Framingham Branch)

Gloria Ludlow(Regional Director)

Christopher Woodbone (CEO)

Paul Mackinley(Manager, Minneapolis Branch)

Bill Durkee

Jim Slake (Head HR)

Tony SkrowJuba Puckett

Characters

(Sales Reps)

Case 04: When a New Manager Stumbles, who’s at fault?

Main Points Goldstone

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

Best Reps are Leaving

Barely Meeting Quota

Time Management Issues

Managerial Effectiveness

Technical ExpertiseSpecialized Knowledge

Sales Rep Manager

Top 3 Sales Rep

$300 000 Yearly Average

Struggling with new products (PSA)

Flooded with paperwork

Can’t answer questions in meetings

Human SkillsInteracting Effectively with People

Motivation

Authority and Respect

-sales reps

-employee surveys

Strategic SkillsConceptualizing and Planning

Big Picture

Prioritizing

PerformanceResults of the Branch

Barely meeting quota

Losing people

Late paperwork

Goal Setting

Goal SettingGloria Ludlow

“You can do whatever you want, but you’ll be held accountable”

“You sell Woodbone’s policy, you hit quota”

Gloria Ludlow

“Your reps are your problem,your quotas are mine”

Goal Setting

“She set quota. She had her own agenda”

Rafferty Goldstone

Goal SettingHow?

Goal SettingWhat Theory?

M.B.OThursday, March 1, 12

Goal SettingGoal Fundamentals

Goals must be:

Tangible

Verifiable

Measurable

Goal Setting

Performance feedback

4 Ingredients of M.B.O

Goal specificity

Participative decision making

Explicit time period

Goal SettingGoal Fundamentals

S M A R TThursday, March 1, 12

Management DevelopmentProcess

Management Development Process

The process from which managers learn and improve their skills not only to benefit themselves

but also their employing organizations.

Definition

Systems Thinking

A system is made up of both the component parties and the nature of the relationship they have formed.

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

Bulwark’s MDP

“Sink or Swim”

No Smooth Transition

No Job Fitting

Not Promoting Helpful Attitudes

ImprovementsStage 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

On the Job • early evaluation against defined expectations• reward/correct behavior to enhance performance

SUGGESTIONS

SuggestionsGoldstone

1. Deal with LudLow•Admit he is at a loss

•Build a performance plan with Ludlow, stating clearexpectations and dates

2. Quickly Secure Sales Reps•Communicate corporate objectives (mutual benefit)

•Don’t micromanage

•Change impressions (compliance vs cooperation)

•Encourage sales reps to practice helpful behaviorThursday, March 1, 12

3. Seek help•Take advantage of Durkee’s product expertise

•Get more advice from Mackinley / Slake

SuggestionsBulwark

1.Hold Senior Managers Accountable•Compensation scheme

•Incentive to ensure managers’ perform well

•Avoid shirking of responsibilityThursday, March 1, 12

SuggestionsBulwark

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 contextThursday, March 1, 12

Management by Objectives (MBO)

Goals must be:TangibleVerifiableMeasurable

Important:Goal SpecifivityParticipative decision makingexplicit time periodperformance feedback

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