Case Study Of Kerrie's Decisions

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Kerrie is a General Manager for a fortune 100 company in a financial services company called Access. Kerri is new to being a GM and needs to gain respect from her senior management team while trying to reduce costs by 15%. Kerrie calls an emergency meeting with her team to come up with an action plan to meet the company objectives. If they do not meet the 15% goal, they all risk losing bonuses due to the stock price suffering. Kerrie knew this would not be easy for her or her team. Several of the team members did not seem to want to work with her due to them being afraid of what might happen with their department. “When Kerrie got back to her office, she felt worn out and discouraged with the way the team had responded to this new challenge” …show more content…
This would speed up things so they could meet the deadline and reduce costs by 15%. Most of her team members agreed with the decisions. Kerrie made a great point when she said “senior management team had a key role in leading this change and helping employees’ accept the change with minimum disruption” (Gurley & Tavakoli, n.d. p. 10). Kerri asked to freeze job postings so they could develop the redesign team. The company sent out an employee survey and Kerrie was a little confused with the low score they got on communication. She communicated the cost reduction and redesign team in a letter to the employees’. She could have communicated better by having a meeting or conference call with everyone; even if she couldn’t answer some of their questions, they would feel more secure in their jobs. Many people do not read letters or emails that is why I think things like this are better communicated a different way. One great thing about Kerrie’s plan is it brought a team of people together that are trying to reach one goal. It took the team about a month to get the valuable information they were looking for. One of the downsides during the process is the Account Mangers did not support the vision for the redesign team had for their role, it actually created some animosity between the AM’s and the redesign team. This can never be good, especially when they all have to continue to work …show more content…
“The principle of unity of direction posits that there should be only one leader and one plan for a series of activities seeking the accomplishment of the same objective” (Grimsley, 2016). Kerrie wanted the same thing as the rest, but did not put as much work in finding the answers as the rest of the group. She leaned on senior management to lead, instead of her taking charge and leading.When Kerri realized where she went wrong, she started to second guess her leadership abilities. She even talked to David (HR manager). She asked his advice when the surveys came in and they failed on the communication piece. She did admit that her communication could be better and would work on it. When the redesign team presented its vision for the AM position, I think it should have been Kerrie presenting it to the redesign team and senior leadership. The redesign team could have taken their ideas to Kerrie first, then Kerrie calls a meeting to present the plan to everyone so it is in unity. In my opinion, Kerrie seemed a little scared to step up to the role in fear of making someone mad. After the redesign team presented their vision to the senior management team, she looked at the senior management team and said it was their turn to lead and make change happen. She said they would meet the next week to come up with a

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