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Learning Journal

Case: Growing Managers: Moving from Team Member to Team Leader

Overview

Melissa Richardson, Chicago salesperson in ColorTech Greenhouses, promoted as Sales Manager in


Phoenix office. She was excited to show her team how to break into top sales rank.

In her team, there were 5 members, 3 of them Account Representatives and 2 was Store Merchandiser.
There were many issues faced by Melissa during her first meeting with team. Alex Hoffman, account
representative was having great sales number but was having dismissive attitude and was not ready to
sale other product. Gregorio Torres, another account representative seemed uninterested in discussing
sales performance but was enthusiastic about new website to manage customer service. Sarah Vega,
the 3rd account representative, her attitude was casual. She came late and was busy in her phone
messages. Nick Ruiz, store merchandiser was having refreshing attitude and was interested in sales
position. He was having the first-hand knowledge of operation and often seen in greenhouses talking
with other people. Chelsea Peterson, the last team member and store merchandiser was openly hostile
and want promotion as account representatives.

Melissa was not able to figure out the how to resolve these issues and was having pressure from her
boss. Her team was having lack of motivation and less commitment towards organization, Melissa has to
focus on all aspects.

Learning and Recommendations

 As terminal value of ColorTech was Profit Maximization, so to achieve this they have to focus on
Instrumental values like sales goal, customer satisfaction and sales performance but in her first
meeting Melissa didn’t focus on this.
 In her first meeting Melissa start judging her team member based on past events she heard
from previous boss and current events i.e. she was doing Latency error and Recency error.
Instead of this she could have informal meeting with her team to know them better in respect of
their background, culture and beliefs.
 She could have used Hofstede’s Cultural dimension theory to solve different issues like dealing
Chelsea Peterson which was more comfortable in individualistic approach; based on different
dimensions given in below image she could have solved some issues.
 Using two factor theory is also holistic approach, in this theory employee is categorized in two
factors X and Y, based on their characteristics different stimulus can be given to them. Employee
which fall in X category is lazy and they need monetary incentives to work on, similarly Y
category employees are workaholic and job enlargement is option to keep them busy. In this
case Hoffman and Nick were in Y category and others belong to X category.
 Melissa could also use situational leadership shown in below image` for their team, this theory
tell about how a leader should act as per their employee competency. Categorize their
employee as per M1/S1 (telling), M2/S2 (Selling), M3/S3 (Participating) and M4/S4 (Delegating).
These categorizations are based on employee competency and willingness to work. As per case
Hoffman was M4, Sarah was M1 etc. so Melissa could have approached in this way.

 Adam’s Equity theory could have been used by Melissa. In this theory Effort is rewarded. So if
Effort = Reward then employee is highly motivated, if Effort > reward then employee’s
motivation start declining and shifted to demotivation as employee attitude start tending
towards relaxation and if Effort < Reward then employee is already demotivated. So Melissa can
reward as per their effort.

So these are my learning from this case. Vijay Kumar NSB Batch-2 Roll No: 0023

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