Management Case Analysis
Case Study Analysis
The scenario in case C presents a dilemma for the manager David, in which he needs to determine essentially whether the greater good of the business unit should outweigh the promotion of one of its key members. This is rather ironic due to the fact that managers typically have more difficulty identifying promotional opportunities for their employees than impeding them. David is under significant pressure to perform and the obstacles are stack against him, poor market situation, safety issues at the plant, and rising fixed costs. The article, “When to Reward Employees with More Responsibility and Money,” states that more than often managers feel responsible for finding their employees the next career opportunity. Mangers should foster progression and skill development of their employees within the work environment; however should this be secondary to the overall health of the business unit or organization?
David’s task is certainly an arduous one. This is his opportunity to prove to upper management that despite his age, he is capable enough to successfully manage his sales team. Furthermore, David implements the correct initiative by assigning the project to the business development engineer initially. This decision yielded positive results and the case clearly presents the business development engineer as an integral factor. The business development manager’s talent does not go unnoticed and shortly after he is offered a position two levels higher than his current role with a significant salary increase. This is a managerial success, considering David properly developed his employee for future opportunities; however performance of the business unit will foreseeably decline with the loss of its key member. It is suffice say that David will need think creatively to transcend his “rock and a hard place” situation.
The article, “When to Reward Employees with More Responsibility and Money,” outlines challenges managers face and their
The scenario in case C presents a dilemma for the manager David, in which he needs to determine essentially whether the greater good of the business unit should outweigh the promotion of one of its key members. This is rather ironic due to the fact that managers typically have more difficulty identifying promotional opportunities for their employees than impeding them. David is under significant pressure to perform and the obstacles are stack against him, poor market situation, safety issues at the plant, and rising fixed costs. The article, “When to Reward Employees with More Responsibility and Money,” states that more than often managers feel responsible for finding their employees the next career opportunity. Mangers should foster progression and skill development of their employees within the work environment; however should this be secondary to the overall health of the business unit or organization?
David’s task is certainly an arduous one. This is his opportunity to prove to upper management that despite his age, he is capable enough to successfully manage his sales team. Furthermore, David implements the correct initiative by assigning the project to the business development engineer initially. This decision yielded positive results and the case clearly presents the business development engineer as an integral factor. The business development manager’s talent does not go unnoticed and shortly after he is offered a position two levels higher than his current role with a significant salary increase. This is a managerial success, considering David properly developed his employee for future opportunities; however performance of the business unit will foreseeably decline with the loss of its key member. It is suffice say that David will need think creatively to transcend his “rock and a hard place” situation.
The article, “When to Reward Employees with More Responsibility and Money,” outlines challenges managers face and their