Eric Peterson Case Essay Example
Statement of Problems
With less than two weeks away from GMCT turn-on date (April 1), Erik Peterson needs toresolve all the showstopper issues facing GMCT. These issues include technical and non-technical issues that GMCT, as a team, need to act on in the remaining two weeks.Although GMCT has many bright talents, they failed to meet the original deadline (February 1)and they are now struggling to meet the revised deadline (April 1). This delay is caused bynumerous problems. The lack of open communications between CelluComm and GMCT and within GMCT itself.a. Peterson has failed to manage upward relationships and gain trust from CelluCommsmanagement. As a result, Peterson is not given the autonomy to make key decisionsthat would benefit GMCT. Peterson also feels that he is unable to get either support orclear direction from his line manager, Hardy. Some of the GMCT-related decisions aremade solely by CelluComms management without involving Peterson. For example:CelluCom had made a change in the power supply ratings in December and this is notcommunicated to Peterson until January and this had caused delay in the delivery.b. Peterson has failed to establish healthy relationships amongst his direct reports.
We have seen several conflicts and disputes between Curt and Trevor, Curt and Melissa,and Curt and Todd.
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The organizational structures of CelluComm and GMCT are vague and inconsistent.The organizational structures inconsistency is demonstrated even when Peterson first joined GMCT. Instead of reporting to Jenkins as he originally assumed, he was assigned toHardy. In addition, it is observed that there is no clearly defined job scope and responsibilityfor each role in the organization. For example: In CelluComm, Hardy is Diretor of Budgets &Plans and without any operating systems experience but yet Peterson is reporting to him.Hardys role and responsibility is not clear to us.
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Analysis of Problems
The lack of open communications
With less than two weeks away from GMCT turn-on date (April 1), Erik Peterson needs toresolve all the showstopper issues facing GMCT. These issues include technical and non-technical issues that GMCT, as a team, need to act on in the remaining two weeks.Although GMCT has many bright talents, they failed to meet the original deadline (February 1)and they are now struggling to meet the revised deadline (April 1). This delay is caused bynumerous problems. The lack of open communications between CelluComm and GMCT and within GMCT itself.a. Peterson has failed to manage upward relationships and gain trust from CelluCommsmanagement. As a result, Peterson is not given the autonomy to make key decisionsthat would benefit GMCT. Peterson also feels that he is unable to get either support orclear direction from his line manager, Hardy. Some of the GMCT-related decisions aremade solely by CelluComms management without involving Peterson. For example:CelluCom had made a change in the power supply ratings in December and this is notcommunicated to Peterson until January and this had caused delay in the delivery.b. Peterson has failed to establish healthy relationships amongst his direct reports.
We have seen several conflicts and disputes between Curt and Trevor, Curt and Melissa,and Curt and Todd.
.
The organizational structures of CelluComm and GMCT are vague and inconsistent.The organizational structures inconsistency is demonstrated even when Peterson first joined GMCT. Instead of reporting to Jenkins as he originally assumed, he was assigned toHardy. In addition, it is observed that there is no clearly defined job scope and responsibilityfor each role in the organization. For example: In CelluComm, Hardy is Diretor of Budgets &Plans and without any operating systems experience but yet Peterson is reporting to him.Hardys role and responsibility is not clear to us.
.
Analysis of Problems
The lack of open communications