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  • Sec A Group 9 When A New Manager Stumbles

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    Rafferty Goldstone, a new manager at Bulwark Securities, is struggling in his role and considering quitting. He lacks managerial experience and is unable to meet sales quotas or address employee issues. His options are to (1) quit, (2) return to being a sales representative, (3) stay in the manager role while taking corrective action, or (4) remain an understudy to gain experience before being promoted to manager. Keeping him as an understudy is the best alternative as it benefits both Rafferty and the company by allowing him to learn without work pressures while still pursuing his goal of becoming a manager.

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    Rafferty Goldstone, a new manager at Bulwark Securities, is struggling in his role and considering quitting. He lacks managerial experience and is unable to meet sales quotas or address employee issues. His options are to (1) quit, (2) return to being a sales representative, (3) stay in the manager role while taking corrective action, or (4) remain an understudy to gain experience before being promoted to manager. Keeping him as an understudy is the best alternative as it benefits both Rafferty and the company by allowing him to learn without work pressures while still pursuing his goal of becoming a manager.

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    45 views13 pages

    Sec A Group 9 When A New Manager Stumbles

    Uploaded by

    Kpvs Nikhil
    Rafferty Goldstone, a new manager at Bulwark Securities, is struggling in his role and considering quitting. He lacks managerial experience and is unable to meet sales quotas or address employee issues. His options are to (1) quit, (2) return to being a sales representative, (3) stay in the manager role while taking corrective action, or (4) remain an understudy to gain experience before being promoted to manager. Keeping him as an understudy is the best alternative as it benefits both Rafferty and the company by allowing him to learn without work pressures while still pursuing his goal of becoming a manager.

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    of 13

    When a new manager Stumbles

    WHO’s at Fault?
    GROUP – 9

    Abhishek Singh 12PGP004


    Arnab Roy 12PGP011
    Vijay Krishnan G 12PGP016
    Sujitha Tikka 12PGP048
    Vivek Kerketta 12PGP053
    Venkata Achyuth Kumar 12PGP054
    AGENDA

    BACKGROUND

    ISSUES

    ALTERNATIVE
    APPROACHES

    SW ANALYSIS

    BEST
    ALTERNATIVE

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 2


    BACKGROUND

    • Rafferty “Goldstone” has been promoted to manager at


    Bulwark Securities.
    • MBA from Kellogg, 8 years work experience as a sales
    representative.
    • Competitor: Spinnacker.
    • Paul Mackinley: Ex-Manager
    • Christopher Woodbone: Bulwark’s CEO
    • Jim Slake: Head of Human Resources
    • Gloria Ludlow: Regional Director
    • Juba Puckett: Youngest Sales Representative
    • Bill Durkee: Sales Representative
    • Tony Skrow: Top performer

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 3


    BACKGROUND

    • Management expects to launch Assurance Funds and Plus


    Service Account.
    • Ludlow asks Goldstone to sell Woodbone’s policy to ‘hit
    quota’, and not to wait until there’s a crisis.
    • Goldstone is unable to meet his quota and his under huge
    work load, even thinks about calling Ludlow for help.
    • Is facing attrition as his reps are quitting.
    • Goldstone is under pressure from Ludlow, she even warns
    him and even suggests him to join an employee development
    program.
    • Feels sorry about Durkee as he’s working hard but is unable
    to meet targets due to family issues.

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 4


    BACKGROUND

    • Thinks about talking to Slake as Ludlow is all about


    organizational agenda and customer satisfaction and is least
    concerned about employee problems.
    • Employees started talking about overtime and no bonuses.
    • Able to meet his quota for the 2nd quarter but Puckett
    terminates her contract.
    • Performance keeps dipping, Ludlow gives him one week to
    get his things right.
    • Calls Mackinley for help, who suggests to get his policies
    right and use his work experince.
    • Thinks about quitting and going back.

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 5


    ISSUES

     No idea how to handle workers’ personal


    problems
     Little knowledge about how to improve buy-in
    at organization
     Lack of relationship between management
    and sales reps
     Mindset not fit for being a manager
     Not able to manage time

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 6


    ALTERNATIVE APPROACHES

    • Option 1: - Quit job


    • Option 2: - Return to Sales Rep position
    • Option 3: - Stay in the current position, take
    some corrective action
    • Option 4: - Keep him as an understudy before
    promoting him to manager post

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 7


    OPTION 1: Quit Job

    STRENGTHS WEAKNESSES
     Needn’t change his Settle with lesser package
    mindset Sense of incompleteness
    Not a long term managerial
     Take Sales rep job
    prospect
    outside, with the help Inability to adapt to latest
    of his good experience financial instruments will
     Won’t lose respect make it difficult to find a new
    with peers at Bulwark job
    Can’t fulfill his ambition
     Happy Family

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 8


    OPTION 2: Return to Sales Rep Position

    STRENGTHS WEAKNESSES
     Familiar territory to work His peers might look down
     He will get back his upon him
    confidence Reduction in status and
     He can shape his own salary
    performance independent His dream of becoming a
    of others manager may not be fulfilled
    in near future
     Stay in the pink of his
    health
     His vulnerable emotions
    will not be tested

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 9


    OPTION 3: Stay in Current Position, Act Accordingly

    STRENGTHS WEAKNESSES
     He will not lose respect Tougher learning curve.
    among his team members Stress and other health
     He proves himself as an issues
    efficient manager May not convince his family
     Scope to improve his to continue
    emotional intelligence Difficult to implement
    changes due to his emotional
     His ambition of working as
    vulnerability
    a manager will not be lost

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 10


    OPTION 4: Understudy Management

    STRENGTHS WEAKNESSES
     Can still nurture his ambition Difficulty in Adapting to the
    of working as a manager role of understudy, from
     He won’t be underprepared manager
    and can learn the managerial His decision making
    tricks from the superior abilities might be affected
     Not too much stress, can give Growth rate in organization
    time to family will be slowed
     Fear of failure is reduced
     Cordial relations with
    superiors and peers
     No need to switch company

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 11


    BEST ALTERNATIVE

    Keep him as an understudy for sometime and then promote him as


    Manager

    REASONS

    • It’s a win-win situation for both the parties


    • Rafferty does not have to look for a new job and
    still reduce the work pressure
    • Company does not have to fire a good employee
    • Rafferty can fulfil his dream of serving the
    company as manager in the future

    INDIAN INSTITUTE OF MANAGEMENT RAIPUR 12


    THANK YOU

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