A Manager’s Dilemma: Who Gets the Project?
A Manager’s Dilemma: Who Gets the Project?
Background
CMT is a leading innovator in the telecommunications industry with a culture that emphasizes on problem solving and meeting the customer expectations. It has a new hardware product under development with associated software which entails development of a CD-ROM self study course for the customers of the new product. Two managers of the Company: Seamus, in-charge of technical publications department, and Jeremy, responsible for the software training department, are aggressively competing for the opportunity to tackle the new project. Each manager brings needed expertise to the project: Seamus and his department provide technical expertise and close working relationship with technical manuals development engineers while Jeremy and his unit offer experience in course development and presentation. The competition for the new project has led to open animosity between the two managers, setting hurdles to the possibility of a joint undertaking between the departments. To complicate the situation even more, the Director of Software Support, Henry Matthews, took a vacation and assigned Dave Peterson, Manager of Customer Software Support and peer to both Seamus and Jeremy, to make the decision.
Time Context
Following the success of the development of CD technology in the late 1970’s, the use of CD-ROM technology and CD-ROM drives was introduced in 1985. By the early 1990s most computers sold included CD-ROM drives. In view thereof, it is believed that the challenge faced by Dave Peterson associated with the development of CD-ROM self-study course happened between 1985 and early 1990s when the use of CD ROM drives became popular.
View Point: The case was analyzed using the view point of another Director of CMT.
Central Problem: Inefficiency in decision-making due to possible lack of skills, time and/or prioritization.
Objective: To increase CMT’s bottom line by 3% during the next
Background
CMT is a leading innovator in the telecommunications industry with a culture that emphasizes on problem solving and meeting the customer expectations. It has a new hardware product under development with associated software which entails development of a CD-ROM self study course for the customers of the new product. Two managers of the Company: Seamus, in-charge of technical publications department, and Jeremy, responsible for the software training department, are aggressively competing for the opportunity to tackle the new project. Each manager brings needed expertise to the project: Seamus and his department provide technical expertise and close working relationship with technical manuals development engineers while Jeremy and his unit offer experience in course development and presentation. The competition for the new project has led to open animosity between the two managers, setting hurdles to the possibility of a joint undertaking between the departments. To complicate the situation even more, the Director of Software Support, Henry Matthews, took a vacation and assigned Dave Peterson, Manager of Customer Software Support and peer to both Seamus and Jeremy, to make the decision.
Time Context
Following the success of the development of CD technology in the late 1970’s, the use of CD-ROM technology and CD-ROM drives was introduced in 1985. By the early 1990s most computers sold included CD-ROM drives. In view thereof, it is believed that the challenge faced by Dave Peterson associated with the development of CD-ROM self-study course happened between 1985 and early 1990s when the use of CD ROM drives became popular.
View Point: The case was analyzed using the view point of another Director of CMT.
Central Problem: Inefficiency in decision-making due to possible lack of skills, time and/or prioritization.
Objective: To increase CMT’s bottom line by 3% during the next