Too Much Too Soon
CASE STUDY
TOO MUCH TOO SOON
NISHANT THAKUR
1775563
MGMT 121/ SM05(1)
Synopsis The scenario is about Sara Patel; she has finished college and is working in a company called Maddison for three years. The first two years she had worked in sales department but now she is working as a sales trainer in the sales and development department. For a while everything was going smooth, all the people in the department liked her and there was an air of openness, until the department started expanding. The first problem that arose was allocation of funds to the different units in her department, employees were complaining about Sarah allocating more resources in her department. Secondly there were problems allocating funds to the local area head of different departments for the purposes to travel across Canada about training needs with managers and supervisors. As the department grew things started to lag behind and foul-ups started to occur; mixed up schedule, late reports and faulty budgets. The staff started complaining about lack of basic resources like pen and pencils to laptops and phones. It was also talked that she was an unqualified trainer as she was fresh out of college and hadn’t work anywhere else. She didn’t open up to new ideas and any suggestions from her staff instead she developed a conflicting relationship with them.
Behavioral symptoms
The environment at Maddison was one of warmth and openness when Sara started. As the time went by the air was of stress as the staff started battling over the budgets and resources; they were all being centered on Sara’s department. Also her behavior towards the staff changed, she became more direct with them and started telling them what to do, making them feel like kids. Sara’s unnecessary travelling was an example of misuse of departmental funds. The defensive attitude at the lunch meeting with the staff was a physical symptom of the problem.
Operational symptoms
The inefficiency in distributing the funds
TOO MUCH TOO SOON
NISHANT THAKUR
1775563
MGMT 121/ SM05(1)
Synopsis The scenario is about Sara Patel; she has finished college and is working in a company called Maddison for three years. The first two years she had worked in sales department but now she is working as a sales trainer in the sales and development department. For a while everything was going smooth, all the people in the department liked her and there was an air of openness, until the department started expanding. The first problem that arose was allocation of funds to the different units in her department, employees were complaining about Sarah allocating more resources in her department. Secondly there were problems allocating funds to the local area head of different departments for the purposes to travel across Canada about training needs with managers and supervisors. As the department grew things started to lag behind and foul-ups started to occur; mixed up schedule, late reports and faulty budgets. The staff started complaining about lack of basic resources like pen and pencils to laptops and phones. It was also talked that she was an unqualified trainer as she was fresh out of college and hadn’t work anywhere else. She didn’t open up to new ideas and any suggestions from her staff instead she developed a conflicting relationship with them.
Behavioral symptoms
The environment at Maddison was one of warmth and openness when Sara started. As the time went by the air was of stress as the staff started battling over the budgets and resources; they were all being centered on Sara’s department. Also her behavior towards the staff changed, she became more direct with them and started telling them what to do, making them feel like kids. Sara’s unnecessary travelling was an example of misuse of departmental funds. The defensive attitude at the lunch meeting with the staff was a physical symptom of the problem.
Operational symptoms
The inefficiency in distributing the funds
References: Third custom edition for MacEwan University, Management, Stephen P. Robbins, Mary Coulter, Ed Leach, Mary Kilfoil.