Jenkins‚ Fletcher Partners (JFP) has the potential to thrive and succeed in the financial service industry with stimulated‚ productive‚ and satisfied employees. However‚ there are small and large issues to be addressed in order to carry that in action. In this specific case analysis‚ we analyze the issues hindering JFP from further development‚ and suggest respective and appropriate suggestions to resolve those problems. First‚ a thorough evaluation of JFP shed light on a number of issues: The inconsistency
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This case explores the problems managers face when assembling a team. David Fletcher‚ is an overworked portfolio manager of the Emerging Growth Fund at Jenkins‚ Fletcher Partners (JFP)‚ an investment management firm in New York. As an individual‚ his superior performance throughout his career has earned him an outstanding reputation. Starting out as a clerk‚ he rose through the ranks of Wall Street to eventually manage the two most aggressive mutual funds at a major investment firm. Success at this
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Executive Summary David Fletcher‚ a heavily overworked portfolio manager of the Emerging Growth Fund at a New York investment management firm‚ plans to ramp-up a team of research-analysts. He wishes to delegate a part of his workload to this team. The case explores the problems that David faces at various stages of introducing new members in his team. It also touches upon the challenges faced by a typically task oriented person while engaging in a team building exercise. Is David Fletcher successful
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The case study is about how David Fletcher is trying to build a team of research analyst to help him in his work as portfolio manager‚ running emerging growth fund at Jenkins Fletcher Partners‚ JFP. A Harvard Business School Graduate‚ he moved from being from being an analyst adviser‚ investor ( in different firms) to portfolio manager at a big investment firm where he managed two aggressive Funds so well that he got the reputation of being the top Portfolio Manager of the industry. He had a young
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Gary points out the importance of sending the appropriate signals during the initial stages of a team’s creation so that everyone is on the same page (pg. 3). At the time‚ Fletcher had an opportunity to set the tone and establish cohesion‚ but by failing to do so he ultimately let the situation get away from him. Fletcher had unknowingly established a single-leader unit (SLU) during his first attempt‚ as opposed to an effective team. He hired team members to perform certain functions within the
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Case Study: David Fletcher 1. What are David’s greatest strengths as a team leader? Greatest developmental needs? How did these strengths and weaknesses affect David’s ability to build a successful team the first time around? Points for Class Discussion: Greatest Strengths: * David is focused on the objective of the team and he is well aware of the function of the team once assembled. * David is also good in building mutual connection with his team members as exemplified by his
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environment for portfolio management changed and as Fletcher began being overwhelmed with research‚ he sought to create a team of analysts that could assist him with his work. Fletcher failed to build this team on his first attempt as a result of several causes. There were multiple mistakes that Fletcher made that can be seen in his interactions with people. The first was his assistant Whitley which he had a close relationship with. Before Fletcher hired Doyle‚ he did it hastily without consulting
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Q2. What should he do this time around? While David has tried to focus on team compatibility and technical expertise‚ he needs to make certain changes to the way he is approaching his team. Firstly‚ David should address the lack of oneness in his team that was so apparent during the crisis between Whitney and Brian. The team was not focussed on one common goal but on individual goals. As a leader he needs to bring about a common commitment to the whole team. Secondly‚ he has not been setting any
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653: Fletcher Case Study This study analyzes and discusses three shortcomings that prevented investment portfolio manager David Fletcher of Jenkins‚ Fletcher Partners (JFP) from realizing his team oriented operational expectations. His failures were attributed to poor personnel management‚ the inability to effectively select or establish team structure‚ and the failure to devise the appropriate incentives to motivate and reward employees. After careful review it is recommended that Fletcher must
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no. 1-0003 Fletcher Electronics Fletcher Electronics Company was a large regional manufacturer of several different consumer products as well as a range of electronics products for the defense industry. Fletcher had 30 plants‚ located primarily in the Eastern part of the US. Their procurement procedures were not coordinated. Fletcher’s corporate headquarters had even encouraged plant managers to act as separate entities. In addition‚ each plant bought many items from local suppliers. Fletcher’s
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