The President The Product and the Misunderstanding
School of Business and Management
Xavier University – Ateneo de Cagayan
Case Analysis No. 1
The Vice President, the Product Manager and the Misunderstanding
Alma Frances R. Hortelano, MBA, DCM
Dynamics of Management - MBA 111B
Submitted by:
Ian Rodel G. Nercuit
CASE # 1: The Vice President, the Product Manager, and the Misunderstanding
I. Viewpoint
Human Resource
II. Statement of the Problem
It is apparent that managerial roles were not properly exercised by each of level of the organization resulting to failure to perform the 1st and central function of management process which is the planning phase.
III. Objective/s
For Tom Brewster, Jeff Reynolds and Nick Smith to execute their diverse activities effectively and efficiently in the long run by possessing and exercising their roles as managers relative to the different levels in the organization.
IV. Areas of consideration
a. Tom Brewster, promoted as the new assistant product manager who is relatively unfamiliar with the group of products he was assigned, was invited by Jeff Reynolds to a meeting to help him orient to his new job. When asked by the Vice President about his products, he confessed that he did not know the answers.
b. Jeff Reynolds, the Marketing Director, brief in introducing Brewster to the vice president, frankly told the Nick Smith that he was too rough and he has hurt Brewster.
c. Nick Smith, the crusty veteran Vice President with a reputation for bluntness, was visibly annoyed with what he took to be Brewster’s lack of preparation, announced, “Gentlemen, you have just seen an example of sloppy staff work, and there is no excuse for it!”
After an hour, Smith, evidently dissatisfied with what he termed “inadequate planning” of the marketing department in general, abruptly declared meeting over.
Smith explained that the fact that Brewster was new to his job had not registered adequately when they had been introduced and it was only some time after
Xavier University – Ateneo de Cagayan
Case Analysis No. 1
The Vice President, the Product Manager and the Misunderstanding
Alma Frances R. Hortelano, MBA, DCM
Dynamics of Management - MBA 111B
Submitted by:
Ian Rodel G. Nercuit
CASE # 1: The Vice President, the Product Manager, and the Misunderstanding
I. Viewpoint
Human Resource
II. Statement of the Problem
It is apparent that managerial roles were not properly exercised by each of level of the organization resulting to failure to perform the 1st and central function of management process which is the planning phase.
III. Objective/s
For Tom Brewster, Jeff Reynolds and Nick Smith to execute their diverse activities effectively and efficiently in the long run by possessing and exercising their roles as managers relative to the different levels in the organization.
IV. Areas of consideration
a. Tom Brewster, promoted as the new assistant product manager who is relatively unfamiliar with the group of products he was assigned, was invited by Jeff Reynolds to a meeting to help him orient to his new job. When asked by the Vice President about his products, he confessed that he did not know the answers.
b. Jeff Reynolds, the Marketing Director, brief in introducing Brewster to the vice president, frankly told the Nick Smith that he was too rough and he has hurt Brewster.
c. Nick Smith, the crusty veteran Vice President with a reputation for bluntness, was visibly annoyed with what he took to be Brewster’s lack of preparation, announced, “Gentlemen, you have just seen an example of sloppy staff work, and there is no excuse for it!”
After an hour, Smith, evidently dissatisfied with what he termed “inadequate planning” of the marketing department in general, abruptly declared meeting over.
Smith explained that the fact that Brewster was new to his job had not registered adequately when they had been introduced and it was only some time after