Case study management free essay sample

Answer 1 Roopali Deshmukh understood the specific objectives of her job and how these objectives and how these objectives fit in with the overall objectives set by the board of directors. Subsequently, she implemented the MBO process as a measure to improve the productivity of her sales team. Effective planning and consistent monitoring on her part as well as the team resulted in the successful implementation of the process. The phases of the MBO process which led to the successful accomplishment of the goals, are hereby discussed: The top management instructed the targets, which set the overall organizational goals and communicated them to the people down the hierarchy. As the marketing manager of the company, having daunting targets to achieve, Roopali initiated the MBO program, inviting participation from her sales team to increase organizational performance by aligning goals and subordinate objectives throughout the organization. The management did not interfere much with the means of achieving the objectives gave adequate autonomy to its employees in the lower hierarchy to implement progress achieve their plans. Syd, based on his own career experience, was very much convinced that the marketing research coordinator position would provide Rochelle with greater career potential with Hy Dairies. However, Rochelle is one of the top women and few visible minorities in marketing management at Hy Dairies. She was shocked rather than excited by the job transfer proposal, as she had expected to be promoted. Rochelle enjoys her current position; she views her job more challenging with a direct affect on the company’s profitability. She views the new position more as a backroom job and even as a possible demotion and is not the route to top management in many organizations. What symptoms exist to suggest that something has gone wrong? There were some key observable signs that indicate something has gone wrong when Syd Gilman reviewed Rochelle Beauport annual performance. Syd was so fixated that Rochelle would like the marketing research coordinator position, he failed to recognize Rochelle’s reaction to the news and misperceived her somewhat negative reaction as a positive one. In contrast, Rochelle had different perceptions and expectations that lead her into a tough decision making process of whether to confront Syd on what she perceived as a possible discrimination issue as she was a visible minority or just leave the company. What are the root causes that led to these symptoms? Two interesting pieces of the problem apply to this case: 1-Social identity theory (McShane Steen, 2012, pp. 35) applies to this case. Rochelle has an explicit sense of her social identity as a woman and member of a visible minority in a management position. Rochelle’s immediate thought on the marketing research coordinator position was that this job is a technical support position, in other words a â€Å"backroom† job, a bottom-line activity, marketing research position was not the route to top management in most organizations. She was one of the top women and a visible minority at Hy’s and she thought she was being sidelined. 2-Stereotyping (McShane Steen, 2012, pp. 57), there are evidences that this case involves stereotyping. Syd who is a white male, worked at Hy’s for some time and holds a high ranking position within the company. In contrast, Rochelle who is a female, visible minority woman who holds a middle management position within the company. These two have two characteristic backgrounds, two different professional paths and work experiences. After Syd’s new position proposal, Rochelle views him, just like she viewed her previous employer; as a typical sexist and racist male who believes woman could not take the heat in the company’s marketing management. What is other perceptual error apparent in this case? False-consensus effect (McShane Steen, 2012, p. 63), or similar to me effect. There is evidence of this error within this case. Syd assumed that Rochelle’s surprised reaction was due to the wonderful career opportunity he was presenting her, as a similar opportunity to his own. It was a positive experience for his career, as he is now the vice president of the company. He seems or believes that he is providing her a good career opportunity for her further advancement. Conclusion Humans automatically perceive the world around them. One vital perception in the functionality of an organization is the managements perception on employees. Management has essential roles within each organization. They are the ones that take control and make vital decisions. Managers control the organizations behavior. Thus, managers are required to make the best possible decisions to profit their organization. What Makes an Effective manager? There are a few of the qualities of great leaders that you can learn and practice. Having sharp perception is one of these qualities. Good managers have an easy level of honest communication with their teams and their peers, and a thorough understanding of how they are perceived. In order to make the best decisions, managers need to avoid problems associated with percept distortions. Managers need to gather as much factual information as they can before making a decision. Every decision a manager makes effects organization behavior. If a manager makes negative decisions the employees will not be satisfied. Unsatisfied employees equal less company productivity (Baron Research Group, 2003, p. 3). In conclusion, Syd should try to provide more detailed fact with his offer and be more openly free to talk towards Rochelle. In addition, Rochelle should try to listen with an open mind. She should ask questions and request details of how this is a going to be a career potential for her, rather than makes her decision based on her past experience.