Case Study - Micromanager Guiding Tasks

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Case Study – Micromanager Guiding Tasks

08
Fall

Table of Contents

1. Executive Summary3
1.1 Introduction…………………………………………………………………………………………………4 2. Internal Structure Overview, Identifying the issue4
2.1 Description of Management Style…………………………………………………………………..5 2.2 Evaluation of Management Style……………………………………………………………………5 2.3 Effects of Management Style on Retronics………………………………………………………6 3. Conclusion 6

3.1 Recommendations 7
4. References8

Executive summary

This report has been compiled as a performance review of George Latour, the CEO of Retronics. At the last financial review, revenues were not as high as expected. Retronics has a good marketing team and is unable to find true cause to this outcome. Therefore a review of management is in order. It has been revealed that George Latour has been micromanaging his new marketing director Shelley Stern. This has had a negative impact on her performance and moral. Due to George’s over concern with Shelley’s role, the focus on his primary role as CEO has waned, having a less than favourable impact on Retronics. This report will not be highlighting any direct financial impacts this behaviour has had, as we are not able to access this information at this time. The scope of this report is to identify and give recommendations to rectify, George Latour’s management style. Recommendations

* George needs to recognise the negative impact micromanaging is having on Retronics as a whole * George Latour to understand and learn the skill of guided execution and delegation. * George needs to recognise that as a good leader he is not perfect or has all the answers, and needs to give his staff the chance to make mistakes, learn and grow from them, fostering self-confidence and optimism.

Introduction

George Latour is the CEO of the software-engineering firm, Retronics in Silicon Valley. During the 1990’s the company was privy to generous venture capital funding, which contributed largely to helping the company to stay buoyant. When this was withdrawn the company suffered. There were cutbacks and layoffs as a result. In 2003 George Latour, an experienced executive with impressive engineering skills with ability in enterprise-scale systems and operations, was hired. He brought in some significant new business at the time. On review 16 months later, revenues hadn’t improved enough to show real promise to investors and other companies began to feed of Retronics market share. The chairman, Pete Dmitrijevich suggested they had a talented marketing team and couldn’t understand why the company wasn’t more profitable. This report is a performance review of the managing and micromanaging behaviours of George Latour in regards to the new marketing director, Shelley Stern to assess possible improvements that could benefit the company.

2. Internal structure overview, identifying the issue.

Shelley Stern, the new marketing director, was recruited into the company by the board’s chairman, Pete Dmitrijevich. She was highly recommended by Pete as he disclosed to George how her creative ideas had produced many new leads for a previous company she had worked for. George believed that Shelley is his recruit. He had Shelley attend some of the developers meetings and helped her gain full insight into the workings of the company. George found Shelley’s decisions to be not on par with his expectations. He has behaved as if she could do things differently, he has overseen all her work contributing at every opportunity. Shelley has become increasingly disconnected and began to lose her initial passion for her work she started with. This is where the issue lies. George has moved into micromanaging Shelley. 2.1 Description of management style

Micromanagement is a style of management...
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