Ravi Vergheses Executive Summary

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Ravi Vergheses was promoted to director of sales for his unit, due to his stellar sales performance. Ravi is thirty-five, young for a PRME senior manager, and according the Meyers-Briggs Type Indicator (MBTI) he has an intuitive personality. Ravi’s promotion has influenced individual and organizational performance and effectiveness both negatively and positively. A significant manager role is getting to know the people, and provide opportunities for individuals to express their professional goals, skills, what they do and don’t want to do, where they see themselves within the company, etc. It appears these individual conversations did not take place when Ravi become manager, and those individuals reported as the lowest sales performers have …show more content…

Ravi’s individual analysis uncovered interesting patterns of behaviors among the four (Tom, Lydia, Carmen, and Brad). Primary, the generational cohorts are spread across three generations, Baby Boomers, Gen Xers, Millennials, and based of the analysis the organization has not properly prepared for the gaps that come along with the generation differences. Resulted in a decline in productivity and performance. The analysis also presented a decrease in flexibility, lack of technology enhancement training, and poor job placement resulting in low performances. It is suggested motivation and performances can be increased by changing the conditions that are causing the negative organizational behaviors in the first place (small …show more content…

According to …. Elderly caretaking was mainly carried out by “women in the home”, but as we entered the 21st century most women are employed (Bookman & Kimbrel, 2011, p. 117-118). All organizations will need to recognize this culture change, and learn to adapt to the unfortunate realization that workers are going to need more flexibility to care for the elderly. If Carmen was offered a flexible work schedule, and provided with an understanding environment her productivity and performance may increase because she feels valued. When an organization values their employees, they are more likely to have high job satisfaction and commitment (OB ch 1

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