Chisum Industries likes to see their best managers progress in their careers. With locations across Texas, the opportunities to advance were plentiful. The promotion process allowed for the manager to make self-assessments about their “goals, strengths, and weakness” and to use their experiences to make their case for advancement (Daft, 2014, p.487). In addition, the candidates were observed in their work environment by a promotion committee consisting of the company's top management (Daft, 2014, p.487). This committee would observe the manager and the interactions they had with their employees. The last step would involve interviews at the home office.
Harry Creighton was a finalist for the top position at the San Antonio office (Daft, 2014, p.487). Creighton was instrumental in turning around a location that was underperforming. It was a location that had been on the verge of layoffs before he arrived (Daft, 2014, p.487). Now, the environment was more relaxed and the employees output had increased. The general consensus from his employees was that Creighton was a nice manager (Daft, 2014, p.488).
When the committee started discussing his potential for promotion, positive and negative traits were discovered. On the positive side, his location was now thriving and he had earned the trust of his employees. However, Mitch Ivey, a member of the committee, did not like the fact that Creighton had an “across-the-board reputation as a nice guy” (Daft, 2014, p.488). Ivey pointed out that many of the managers he had dealt with throughout his career were “respected, fair, and upfront”, but none had a reputation as being “nice” (Daft, 2014, p.487). Another committee member pointed out that Creighton had a reputation of “stepping in and he...
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... and productivity had increased at his facility (Daft, 2014, p.487). The turn around was so unexpected that he was able to make it to the finalist list for the promotion. He had a good “vision” for his facility and his employees trusted him (Daft, 2014, p.487). Knowing the positives will give him a foundation to build on.
Then, he needs to know the negative aspects of his job performance. He may not realize that being an overly nice manager is considered a negative trait for his career aspirations. In fact, he may not realize he is an overly nice manager in the first place. He needs to be advised to delegate more and participate less in the daily activities of his employees. Most of all, he needs to be encouraged to continue his growth as a manager.
Works Cited
Daft, R. L. (2013). Management, Limestone Custom Edition (11th ed.). Mason, OH: Cengage Learning
Found in the case study entitled, Promotion from Within at Citrus Glen, is a staffing process concern. The Citrus Glen Company, based in Florida, is a juice producer that supplies orange and grapefruit to food processors, grocery stores, convenience stores and restaurants in the United States. With rapid growth over the last few years, the HR vice president, Mandarine “Mandy” Pamplemousse, has been worried about how to staff the ever-expanding array of positions for Citrus Glen. Her concern is how to hire and promote enough individuals who are qualified for the needed positions. When Mandy is trying to staff internally, she uses a contractor based in Charlotte, NC called, Staffing Systems International (SSI). When positions become available that are appropriate to staff internally, she sends a group of candidates for the position to SSI to participate in the assessment center. The candidates are in the assessment process for three days. Mandy receives the results with recommendations, a few days after
This report shows and examines the extent to which the concept of the managerial escalator fits into the work of a manager. For this report I interviewed two managers of my choice, I investigated whether I could identify the two managers as hybrids and to what extent the followed the managerial escalator. I also identified to what extent it is possible to identify a Managerial Gap with either Manager. At the end, I discover the strategies which the employing organization has utilized in order to support these Managers.
A healthy flow of upward and downward communication ensures that the communications between managers and employees is complete. For example, in 2010, Kroger surveyed over 200 thousand employees in its “Associate First Tracker survey” and found the feedback both invaluable and “humbling.” Kroger then communicates the findings with their employees who participated which will then generate a new dialog in regard to what the next steps should be (Orgel, 2010). The final channel of communication is the use of horizontal communications between coworkers. This can...
The top management executives that are selecting future candidates for promotions are visiting each branch and doing an investigation to see who may be suited for a promotion for the San Antonio office. Some of the ways they are looking for future candidates is interviewing other coworkers and seeing how their relationships and work ethics are. The four candidates
The position that Paul needed to fill was difficult to perform and had a very high turnover rate. He thought that Rob was the perfect person to fill that billet. Rob accepted the position with the understanding that there was a potential for growth because the effort was in need of repair and that the Morgan Stanley had done very little business in Capital Markets. Paul implicitly promised Rob a promotion to managing director during recruitment. Rob never thought that he would have to tip-toe on egg shells when dealing with co-workers. The new president wanted people who could shake things up and Rob had been successful in bringing Morgan Stanley into this Market. However, it seemed that he has created some animosity among his peers. Morgan Stanley instituted a 360 degree performance evaluation system that allows an employee to be evaluated by superiors, subordinates, and peers. After Rob’s last performance evaluation, it seemed that he might be having trouble adjusting to the Morgan Stanley Culture. The evaluation was negative and indicated that Rob had significant problems working with people inside the firm.
Zarowin, S. (1991). How to find and keep the best employees in the 21st century. Journal of
The confidence came from Keller’s presence. His long history with the company his respect for coworkers and his reputation as a successful problem solver almost certainly reassured employees that a turnaround could happen. Second, team members must appreciate one another’s perspectives and refrain from blaming one another for problems they may encounter. Before Jimenez’s team-based productivity project, the engineers and the operations workers at the Wichita site neither understood nor appreciated the other side’s contributions. Jimenez and Keller set up the monthly meetings to discuss problems and resolve them.
...o the job as the other previous CEO’s of this company except he was someone who wanted to focus on employment development.
CEO Johnston also has plans to bolster the company’s leadership with the best minds available and also use motivational techniques to invigorate his employees. These ideas show the character of the CEO in enhancing productivity from his work force.
Davis Alison, CEO (2010). Employee Morale: Leading from the Ground Up. Communication World, Vol. 27. 22-226. http://egandb.uas.alaska.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=48609142&site=bsi-live
David Fletcher was not experienced in human resource management or the fundamentals of running an effective team. He had not be...
Source: Adapted from P.V. Morgan 1986. International human resource management: Fact or Fiction, Personnel Administrator, vol. 31, no.9, p44.
The responsibilities of a leader are very demanding. One of the greatest responsibilities that a leader will have is to inform his subordinates about the dangers of drug use. A leader must know his people and be able to have trust in his men to accomplish a mission or do a simple task without the fear or doubt that something will keep his men from succeeding. Drugs will cause that downfall of a leader and can lead to situation where human life is sacrificed. another responsibility that a leader has is to uphold the standard of the unit and not demonstrate bad examples and in the end will result in the downfall of his or her respect. another aspect that a good leader should have and demonstrate is that of a good citizen. a leadership should portray the highest level of citizenship. Being a good citizen means obeying the laws of the community you live in and enforcing them to a certain degree as well. The use of drugs is illegal nation wide and so a leader is not setting the proper example or being a good citizen if he or she participates in the use, sale, or is associated with drugs. A leader should not order or tell his subordinates to do anything in which he can not do or does himself. If a leader explains the hazards of drug use and why not to use or be associated with them he should follow his or her advice. This leads right into how to communicate with ones subordinates on how not to and why not to use drugs. When a presenting something he or she should make means of all possible resources that are available. a leaders responsibility is to inform his or her people on the necessary information. The leader though needs to present the information in a way that the attention of individuals receiving the information are not bored and that they obtain the information in a way that is not confusing but is very clear and precise. If the individual presenting the information does not know a lot about the information that is going to be presented he or she is going to have to research it. a leader should be even more familiar with the information that is going to be covered than his subordinates. the use of available resources such as video cassettes, pamphlets, or charts are an excellent way to present information in a way that is clear and precise.
Certo, Samuel C., and S. Trevis Certo. "Introducing Modern Management." Modern management: concepts and skills. 13th ed. Boston: Pearson, 2014. . Print.
Clifford, J. P. (1994). Job Analysis: Why do it, and how should it be done? Public Personnel Management. Volume 23. Pp. 321-340.