Lazy Eye Management
Case Study: Setting High Departmental Standards as a New Manager — Case Problem: ‘‘The Bitter Beginning” from POME by Gautam Koppala
POME Case- Study
Setting High Departmental Standards as a New Manager — Case Problem: ‘‘The Bitter Beginning”
Overview
While having lunch in the company cafeteria, Jack, the general credit manager and a twelve-year veteran, couldn’t wait to tell his friend, Marv, a sales representative, about the new controller’s first divisional management meeting.
‘‘You wouldn’t believe what the new guy said,” Jack said angrily. ‘‘Let me see if I can recall some of his ‘pearls of wisdom.’
‘‘The new boss said, ‘Okay, you guys, now that I’m in charge, let’s get one thing clear. I’ve checked you out, and just by looking at you, I can tell my sources weren’t too far off. So you won’t be pulling the wool over my eyes like you did with my predecessor—who, by the way, is a good friend of mine. I want to tell you about yourselves.
‘‘ ‘Your past record is a disgrace, demonstrating indifference to the company’s needs, as well as a lack of interest in our division. In fact, it seems to me that all you’ve been demonstrating around here has been laziness, avoidance of work and, in some cases, just plain stupidity.’ ”
‘‘Jack, you’ve got to be kidding,” Marv interrupted. ‘‘You’re putting me on!”
‘‘No, I’m not, Marv,” Jack replied. ‘‘But wait, it gets better. The new controller also said, ‘I’ve been brought in to whip this group into shape. This is how I’m going to do it.
‘‘ ‘First, although I don’t expect good performance from any of you, I’d better get it, or else. Second, if you don’t perform satisfactorily, you’re going to be in for some big trouble. And, third, if, by some stroke of luck, you manage to succeed in improving this division’s performance, don’t look to me for any ‘‘thank you’s”—you’ll only be doing what you’re getting paid for.’ ”
‘‘Well, Jack,” said Marv, ‘‘it seems as though hard times are ahead for you and the rest of your division. Tolerate this guy as long as you have to; but if I were you, I’d start looking around for a new opportunity. I just don’t see how you can come out winning.”
Case Analysis
It is difficult to imagine any employee winning with a manager like the new controller. Even if Jack and his colleagues try to improve the division’s performance, they probably won’t make much headway with their new boss, since he already is convinced that they are losers and has no confidence in their ability to turn the division around.
In addition, he has refused to offer his management staff any incentive for working harder, informing them that they will receive no recognition for improved performance.
Solution:
The initial expectations and attitudes communicated by a new manager to a department can be extremely important in setting the direction for the staff. To help start off your new relationship with employees in a positive and productive manner, consider the following action tools:
- During your initial staff meeting, create a positive mood and share your vision for teamwork and top results.
- Explain your goals for the department and share preliminary guidelines for successful operations.
- Explain your high standards and expectations of top performance and dedication to quality.
- Inform your staff that top efforts and significant contributions to the department will be recognized.
- Let your staff know that you are there to support and encourage them.
Gautam Koppala,
POME Author
About the Author
GAUTAM KOPPALA, With over a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation’s were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.
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