Erik Peterson Case Analysis
Problems facing & causes:
The relationships between staff
Reporting line
Inefficient employees (Hardy), or line manager with inadequate knowledge
Technical issues at lower level employees
Handling his employees’ lack of work, inventory control etc.
No. of cells to be operational (16) by the turn on date was too many to handle, yet it was vital to have them all operational
Construction of towers were already behind the schedule; HQ reluctant to terminate the contract since the former company did a great deal of work on the construction
Peterson’s management and leadership on the start-up?
Raised the issues & problems with top management; replacing employees
Appointing trusted people to other departments; Construction coordination
Prepared to solve the zoning problems (failed to get the approval of the top management)
Helped improve Curt in his job, but wasn’t quite successful since Curt was a technical person and didn’t have much knowledge on management.
He provided technical support to him and others, but went too much into details. Kind of micro-managing
He at least had identified the problems and causes
Weekly construction Meetings to involve everyone, yet some people weren’t active enough
Established an inventory control system
Actions to be taken by Peterson to improve the situation and to prepare for his upcoming meeting?
He should build a detailed organogram of the company and define the roles and responsibilities of each employee
He shouldn’t get involved in each and every issues for which his staff needs to deal with. He should be more a result oriented leader.
Staff mobility; the overall idea is good, but shouldn’t move in a way to change the reporting line
He should prepare a list of his recommendations and the support required from HQ with concrete results on success or failure of his recommendations and do a follow up to those recommendations
The first support he needs to ask from HQ, should be more authority to
The relationships between staff
Reporting line
Inefficient employees (Hardy), or line manager with inadequate knowledge
Technical issues at lower level employees
Handling his employees’ lack of work, inventory control etc.
No. of cells to be operational (16) by the turn on date was too many to handle, yet it was vital to have them all operational
Construction of towers were already behind the schedule; HQ reluctant to terminate the contract since the former company did a great deal of work on the construction
Peterson’s management and leadership on the start-up?
Raised the issues & problems with top management; replacing employees
Appointing trusted people to other departments; Construction coordination
Prepared to solve the zoning problems (failed to get the approval of the top management)
Helped improve Curt in his job, but wasn’t quite successful since Curt was a technical person and didn’t have much knowledge on management.
He provided technical support to him and others, but went too much into details. Kind of micro-managing
He at least had identified the problems and causes
Weekly construction Meetings to involve everyone, yet some people weren’t active enough
Established an inventory control system
Actions to be taken by Peterson to improve the situation and to prepare for his upcoming meeting?
He should build a detailed organogram of the company and define the roles and responsibilities of each employee
He shouldn’t get involved in each and every issues for which his staff needs to deal with. He should be more a result oriented leader.
Staff mobility; the overall idea is good, but shouldn’t move in a way to change the reporting line
He should prepare a list of his recommendations and the support required from HQ with concrete results on success or failure of his recommendations and do a follow up to those recommendations
The first support he needs to ask from HQ, should be more authority to