Eric Peterson and Jenkins Case

Topics: Management, Competence, Manager Pages: 2 (420 words) Published: November 19, 2012
Eric Peterson & Jenkins Case

Management of Organizations

How was Jenkins’ view of the situation different from Erik’s and why?  Jenkins believes that the struggling Biometra is having in the product launch derives from a combination of factors whose responsibilities are shared among SciMat top Management (including Jenkins) and Peterson himself as the general manager of the company. We can summarize them in three main points: * Lack of support from SciMat management

* Peterson weak management and leadership of the launch
* Peterson inappropriate personal decisions
Jenkins view of Biometra problems differs from Peterson one because he considers also the responsibilities of the latter. A part some inappropriate decisions took by the general manager related with Biometra salaries attribution, Jenkins criticizes Peterson for his low level of enterprisingness and enthusiasm which results in a weak management of the launch. Their views are very different because of the experience and the position of Jenkins which allows him to have a well rounded understanding of the situation being some time even auto critical. Peterson instead seems to be affected by self-serving bias attributing all the responsibilities to external factors (i.e. Andrews Curtis incompetence ...).

What is the main problem at Biometra and what should Jenkins have done differently? The main problems at BioMetra are:
1. Lack of competencies
2. Low SciMat commitment and support in the launch activities 3. Bureaucratic and slow moving times culture
(1) The launch is within a new industry and the risk, although the excellent business idea, is very high. Jenkins had to assure proper competences within the start up hiring people with experience in the field. Otherwise he could have asked support to external consultants as an interim solution. (2) The weak relation between SciMat management and Biometra is another big cause of...
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