1. What are the critical problems facing Erik Peterson?
A. Equipment, inventory control, and utility: ran short of radios to equip the cell sites twice, Andrew’s responsibility (p.6). CEO Jenkins delay of a final decision for use of dual-mode radios caused the supplier to not be able to deliver on time prompting the use of a different supplier whose product was defective (p.8). The local utility company continually fell behind and not meeting the promised schedule (p.13). Corporate decided to use battery backup versus a generator system which delayed delivery (p.9).
B. Communication issues: Peterson assumed he was reporting to the CEO (p.3) but is reporting to Hardy; neither Hardy nor Peterson were aware of the reporting structure and the …show more content…
Conversely, Peterson was an ineffectual manager and leader.
He lacks industry experience needed in the cell industry and is inept as a GM. He missed several opportunities to attempt to connect with the CEO when he visited corporate headquarters to gain clear understanding of his job scope and provide an update on challenges and request assistance to remediate the issues at hand.
He was a transaction and task manager who mired himself in the day-to-day tasks which should be handled by his appropriate staff. He circumvented procuring reports from Andrews and went directly to his direct reports to obtain decision on prime suppliers, scheduling companywide meetings. Inability to manage up or across organizationally with Hardy and CEO, His direct reports, internal and external customers. The promotion and salary offering to his secretary was not HR approved. He worked the zoning issues and relinquished that task to the Corporate staff …show more content…
What are the most critical organizational issues for Peterson to deal with to turn the situation around?
Peterson should map out all of his challenges that he is aware of and make the following recommendations to Knight prior to Knights visit in two weeks:
A. Short term: Fly the chief engineer from the corporate location to GMCT’s location to salvage the start-up working with Andrews providing him with an opportunity to learn the job. Long term solution: source an experienced cell engineer to ensure GMCT remains successful after the initial start-up date occurs.
B. Recommend that Hardy be reassigned to a position with the right job fit. Hold a critical conversation to discuss expectations of Andrews having respect for others in the workplace and being a team player or risk termination.
C. Hire an HR representative for GMCT location who can liaison with corporate and manage the placement of personnel in key positions and job offers with job descriptions and performance reward system. Start with sourcing for and hiring a technical trainer position.
D. Arrange for corporate office trainer resource to assist on-site at the GMCT location for training and development strategies of new employees. Start with Westcott to ensure his marketing plans are effective to drive an increased customer base in the
A. Equipment, inventory control, and utility: ran short of radios to equip the cell sites twice, Andrew’s responsibility (p.6). CEO Jenkins delay of a final decision for use of dual-mode radios caused the supplier to not be able to deliver on time prompting the use of a different supplier whose product was defective (p.8). The local utility company continually fell behind and not meeting the promised schedule (p.13). Corporate decided to use battery backup versus a generator system which delayed delivery (p.9).
B. Communication issues: Peterson assumed he was reporting to the CEO (p.3) but is reporting to Hardy; neither Hardy nor Peterson were aware of the reporting structure and the …show more content…
Conversely, Peterson was an ineffectual manager and leader.
He lacks industry experience needed in the cell industry and is inept as a GM. He missed several opportunities to attempt to connect with the CEO when he visited corporate headquarters to gain clear understanding of his job scope and provide an update on challenges and request assistance to remediate the issues at hand.
He was a transaction and task manager who mired himself in the day-to-day tasks which should be handled by his appropriate staff. He circumvented procuring reports from Andrews and went directly to his direct reports to obtain decision on prime suppliers, scheduling companywide meetings. Inability to manage up or across organizationally with Hardy and CEO, His direct reports, internal and external customers. The promotion and salary offering to his secretary was not HR approved. He worked the zoning issues and relinquished that task to the Corporate staff …show more content…
What are the most critical organizational issues for Peterson to deal with to turn the situation around?
Peterson should map out all of his challenges that he is aware of and make the following recommendations to Knight prior to Knights visit in two weeks:
A. Short term: Fly the chief engineer from the corporate location to GMCT’s location to salvage the start-up working with Andrews providing him with an opportunity to learn the job. Long term solution: source an experienced cell engineer to ensure GMCT remains successful after the initial start-up date occurs.
B. Recommend that Hardy be reassigned to a position with the right job fit. Hold a critical conversation to discuss expectations of Andrews having respect for others in the workplace and being a team player or risk termination.
C. Hire an HR representative for GMCT location who can liaison with corporate and manage the placement of personnel in key positions and job offers with job descriptions and performance reward system. Start with sourcing for and hiring a technical trainer position.
D. Arrange for corporate office trainer resource to assist on-site at the GMCT location for training and development strategies of new employees. Start with Westcott to ensure his marketing plans are effective to drive an increased customer base in the