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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?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)
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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
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Managerial Effectiveness
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Technical ExpertiseSpecialized Knowledge
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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
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Human SkillsInteracting Effectively with People
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Human SkillsInteracting Effectively with People
Motivation
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Human SkillsInteracting Effectively with People
Authority and Respect
-sales reps
-employee surveys
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Strategic SkillsConceptualizing and Planning
Big Picture
Prioritizing
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PerformanceResults of the Branch
Barely meeting quota
Losing people
Late paperwork
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Goal Setting
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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”
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Goal Setting
“She set quota. She had her own agenda”
Rafferty Goldstone
Rafferty Goldstone
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Goal SettingHow?
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Goal SettingWhat Theory?
M.B.OThursday, March 1, 12
Goal SettingGoal Fundamentals
Goals must be:
Tangible
Verifiable
Measurable
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Goal Setting
Performance feedback
4 Ingredients of M.B.O
Goal specificity
Participative decision making
Explicit time period
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Goal SettingGoal Fundamentals
S M A R TThursday, March 1, 12
Management DevelopmentProcess
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Management Development Process
The process from which managers learn and improve their skills not only to benefit themselves
but also their employing organizations.
Definition
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Management Development Process
Systems Thinking
A system is made up of both the component parties and the nature of the relationship they have formed.
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Management Development Process
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
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Management Development Process
Bulwark’s MDP
“Sink or Swim”
No Smooth Transition
No Job Fitting
Not Promoting Helpful Attitudes
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Management Development Process
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
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SUGGESTIONS
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SuggestionsGoldstone
Quit?
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SuggestionsGoldstone
1. Deal with LudLow•Admit he is at a loss
•Build a performance plan with Ludlow, stating clearexpectations and dates
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SuggestionsGoldstone
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
SuggestionsGoldstone
3. Seek help•Take advantage of Durkee’s product expertise
•Get more advice from Mackinley / Slake
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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
Q & A
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Management by Objectives (MBO)
Goals must be:TangibleVerifiableMeasurable
Important:Goal SpecifivityParticipative decision makingexplicit time periodperformance feedback
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