Antonius Werink Margaret Jefferson Case
Margaret Jefferson: Performance Issues at a Performance Arts Company Case
-Antonius Werink-
Question 1
In my opinion, Margaret Jefferson could better cut her losses and get rid of Guy Hart. Although, Hart excels in his interpersonal skills and his charm, his basic administrative skills are lacking. Consequently, Hart lacks the ability to plan, organize and efficiently run the events, which are vital for the continuity of the company. However, replacing Hart comes also at significant costs. The search and hiring of a new Special Events Manager could be extremely costly and time-consuming. Contrariwise, training and developing Hart, if even possible, could turn out to be costly as well. Therefore, I recommend Margaret Jefferson to find a better fit for this crucial position, meaning letting him go. At the moment Hart is still in his probationary period, making it less costly to let him go. Furthermore, I suggest to replace Hart by the administrative manager for the short term. For the long term, the administrative manager could train the intern and prepare him for the job and the specific tasks.
Question 2
Three recommendations Margaret Jefferson should follow:
1) Straight to the point.
2) Offer help.
3) Be professional.
When meeting with Hart, Jefferson should immediately make clear what the purpose of the meeting is. She should know what she wants to say and communicate this directly with Hart. There’s no need to go into detail about the reasons for the termination. The reasons should be clear, since Hart was constantly informed about his performance and had enough time and possibilities to improve it; There shouldn’t be an argument or discussion. Furthermore, Jefferson should make clear all the details of the separation, meaning all the steps they have to take (e.g. clearing out their workspace, signing legally binding agreements, etc.).
Moreover, Jefferson is not firing Hart because she doesn’t like him. In fact, Jefferson is actually convinced of his
-Antonius Werink-
Question 1
In my opinion, Margaret Jefferson could better cut her losses and get rid of Guy Hart. Although, Hart excels in his interpersonal skills and his charm, his basic administrative skills are lacking. Consequently, Hart lacks the ability to plan, organize and efficiently run the events, which are vital for the continuity of the company. However, replacing Hart comes also at significant costs. The search and hiring of a new Special Events Manager could be extremely costly and time-consuming. Contrariwise, training and developing Hart, if even possible, could turn out to be costly as well. Therefore, I recommend Margaret Jefferson to find a better fit for this crucial position, meaning letting him go. At the moment Hart is still in his probationary period, making it less costly to let him go. Furthermore, I suggest to replace Hart by the administrative manager for the short term. For the long term, the administrative manager could train the intern and prepare him for the job and the specific tasks.
Question 2
Three recommendations Margaret Jefferson should follow:
1) Straight to the point.
2) Offer help.
3) Be professional.
When meeting with Hart, Jefferson should immediately make clear what the purpose of the meeting is. She should know what she wants to say and communicate this directly with Hart. There’s no need to go into detail about the reasons for the termination. The reasons should be clear, since Hart was constantly informed about his performance and had enough time and possibilities to improve it; There shouldn’t be an argument or discussion. Furthermore, Jefferson should make clear all the details of the separation, meaning all the steps they have to take (e.g. clearing out their workspace, signing legally binding agreements, etc.).
Moreover, Jefferson is not firing Hart because she doesn’t like him. In fact, Jefferson is actually convinced of his