Frank Belby Case Study Summary

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Looking at the details of this case, Frank Belby should have been promoted, but due to some miscommunication between upper manage, and himself he was not. The major differences between Belby and Sanders are their differences in leadership style, personality, and company expectations. Due to these differences in these managers, and simply how they are aligned in the systems hierarchy, there was no time for true conversation about Belby’s evaluation. Frank Belby uses more of a coercive style by teaching people about the system, and often approves inter-company transfers. However, Belby also likes how he does things, and when things don’t go according to plan, he can get frustrated. On the other hand, Mark Sanders likes to set high expectations of his employees, and regularly checks in on them. Due to him being one of the younger employees he is working to achieve some sort of referent power, while not letting his legitimate power go to his head. While it is noted it has taken some time, there will always be those, like Frank, that are set in the ‘old ways’ of doing things.
The age gap between Mark Sanders and Frank Belby
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These SPRs correlate with the company’s strategy. This review system is also helpful in allowing employees to gage their performance in regard to bonuses or increases in salaries. These evaluations also excise a sort of inverted version of reward power. Yes, some employees do really well with these evaluations, however, it is interesting that all of the employees at Southfield are reviewed based on the same criteria. It does not bode well for everyone when in reality most jobs require different outcomes. Sanders also dropped the ball by missing a past evaluation of Frank Belby, and in turn Frank felt he had no choice but to go offsite to get this year’s evaluation in fear of missing a second

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