Case Study 2 Novice manager

Topics: Retailing, Management, Store manager Pages: 8 (2152 words) Published: May 9, 2015
Synopsis: The youthful motivated Tricia Monet employed by Personal Reflections a retail store is excited about her new career. She possessed no supervisory or managerial experience prior to her employment with the retail industry except for the two week training provided by the company for new assistant store directors. Suddenly promoted from assistant store director to store director in the retail store she was employed in due to an unforeseen staff shortage. The retailer district manager hired three additional staff members for the store to assist Ms. Monet.

Ms. Monet’s first month on the job was an unpleasant experience because she experienced antagonism by her store director, Ms. Munson. Ms. Munson resented Ms. Monet because she was “excluded from the hiring decisions.” (Case Study) Additionally, the store that Ms. Munson was in-charge of, ranked low in sales and “failed to meet its sales goals.” (Case Study) Ms. Monet desired to change the image of the store and turn its’ appearance around. However, whenever Ms. Monet attempted to make improvements for the store, Ms. Munson would impede her immediately; which made Ms. Monet distressful. Ms. Monet contemplated on resigning from the position because of the animosity between her and Ms. Munson. Approaching the edge of quitting, “Ms. Munson came to work and said she had back problems and would be going on disability leave. As a result, Tricia was required to act as the store director with barely a month of experience.” (Case Study) This was the turning point for Ms. Monet and a chance for her to make a positive impression on the store. Furthermore, Ms. Monet was excited when she was told that “Munson would not be returning to her position of store director.” (Case Study) The district manager hired three assistant store directors for the store and she was officially offered the position. The entire team bonded and “all four of them seemed to share many of the same ideas and goals and even went to dinner one night after work.” (Case Study) Ms. Monet envisioned goals for the store and wanted to develop an ambiance where she and the staff were all equals. She encouraged and valued their ideas in the design and input for the store and believed in a “congenial work environment.” (Case Study) She seemed enthusiastic that her relationship with her staff was running efficiently. Furthermore, she pondered the idea about returning to school to pursue her MBA. Hoping to receive support she shared the news with her staff members and the news caused the climate of the group to transition to a negative tone. Tammy, a staff member who goes behind Ms. Monet’s back to the district office negotiating her job when she resigns is causing conflict. The climate amongst the staff members begins to change and as explained in the case study they go from “allies to enemies.” (Case Study) This animosity causes Ms. Monet to become defensive with the staff members. Their communication is left only on an “as needed” basis and pertaining to work only. The conclusion of the case leaves Ms. Monet questioning and thinking what she should do to rectify and better manage the circumstances and resolve the negative relationships. Finding of Fact 1: Intrapersonal conflict is the organizational behavior that is expressed by Ms. Monet when she realizes that Ms. Munson did not like her. The fact that Ms. Munson did not like her is because she did not have a piece in the hiring process of new assistant store directors. Recommendation: The district manager of the retailer should allow store directors to assist in the hiring process because they should be able to meet potential candidates and the initial contact during the interview process will void conflicting situations such as Ms. Munson and Ms. Monet. Justification of finding: The fact that Ms. Munson did not like Ms. Monet was a problem from the start and to support this statement “Heather Munson resented being excluded from hiring decisions.”...

Cited: Case Study. A Novice Manager 's Tale of Woe.
Hellriegel & Slocum. (2011). Organizational Behavior. Mason: Cengage Learning.
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