Business People in Organisation Case Studies

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Case incident : Moving from colleague to supervisor

Cheryl Kahn, Rob Carstons, and Linda McGee have something in common. They all were promoted within their organizations into management positions. And each found the transition a challenge.

Cheryl Kahn was promoted to director of catering for the Glazier of restaurant in New York City. With the promotion, she realised that things would never be the same again. No longer would she be able to participate in water-cooler gossip or shrug off an employee’s chronic lateness. She says she found her new role to be daunting. “At first I was like a bulldozer knocking everyone over, and that was not well received.” I was saying, “It’s my way or the high-way.” And was forgetting that my friends were also in transition. She admits that this style alienated just about everyone with whom she worked.

Rob Carstons, a technical manager at IBM in California, talks about the uncertainty he felt after being promoted to a manager from a junior programmer. “It was a little bit challenging to be suddenly giving directives to peers, when just the day before you were one of them. You try to be careful not to offend anyone. It’s strange walking into a room and the whole conversation changes. People don’t want to be as open with you when you become the boss.”

Linda McGee is now president of Medex Insurance Services in Baltimore, Maryland. She started as a customer service representative with the company, then leapfrogged over colleagues in a series of promotions. Her fast rise created problems. Colleagues would say, “Oh, here comes the big cheese now.’ God only knows what they talked about behind my back.”

Source : Based on D. Koeppel, “A Tough Transition: Friend to Supervisor,” New York Times, March 16, 2003, p. BU-12

1. A lot new managers err in selecting the right leadership style when they move into management. Why do you think this happens?

To have a good leader are not born naturally but made. To have an effective leader, an individual must have the desire and will power. To become a good leader, the individual must go through a never ending process of self-study, education, training and experience. Errors in selecting the right leadership styles shows that a good leader do not come naturally but are made through working and study their wrong steps in management to improving their leadership skills.

There are a number of errors that can affect or shown through the failure of leadership style which are : preoccupied or lack of concentration, not enough rest, taking a bad position, failure to watch the problems of employees, improper use of handcuffs and no search or poor search. It is important that managers to give an undivided attention when an employee comes. Many individuals in leadership positions spend numerous extra hours at work and, in many cases, are on call continuously. Mistakes made due to fatigue may not have fatal consequence, but they will certainly affect careers and the health of the agency as a whole. Taking a bad position does not mean that leaders must be infallible. It also does not mean that when they take a bad position, they should admit it and then modify it. Refusing to change because an agency has to handle an issue a certain way in the past and needs to be consistent is an unreasonable philosophy. Positions can be consistent but also poor, leader should strive for better. Every organization has its bad apple. It is amazing how one problem employee can disrupt an organization and take up inordinate amounts of a leader’s time. Problem employees are experts at creating assignments and work for leaders. Fortunately, effective leaders can read these employee’s like a book. No matter how creative their methods may be, their goals are clear. They have no desire to be productive, and they expect to receive unfair advantage within the organizations.

There are different types of leadership styles for a manager to practice especially for a new...
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