visit was not organized and arranged. Peterson didn’t plan ahead but just expect it would go as he thought. He has not prepared both himself and for his staff to answer the question which may be asked. During the visit‚ the situation was totally out of his control. He didn’t provide information on the problems and solutions to the managements during their visits. Lack of communication with Jenkins and HQ on things happened in Biometra Before Jenkin’s visit‚ Peterson communicated little with Jenkins
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Organizational Behavior and Leadership Written Analysis of the case: Erik Peterson Case Background Cellular Communication Services Inc (CelluComm)‚a growing cellular telephone service provider‚ founded by Ric Jenkins‚ started as a small California based system and quickly grew to be ranked among the top 20 in the Cellular industry. Much of its success was attributed to the ability and aggressiveness of its founder. CelluComm was an early winner of some larger metropolitan area licenses
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Erik Peterson (A & B) Key Problems The key problems facing Erik Peterson are his lack of industry knowledge‚ his lack of clarity on the reporting structure above him and the problems that existed when Peterson first took over the project and the lack of a good plan to start with. Peterson lacks industry knowledge and does not have adequate backup in his own team with sufficient knowledge of starting up a new cellular division. Curt Andrews‚ his chief engineer had poor planning capabilities and
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Facing a problematic environment at GMCT‚ Erik Peterson proved to be an ineffective leader in his role as general manager. To resolve this situation‚ Peterson should have encouraged open lines of communication with CelluComm and established clear goals and roles within GMCT. Peterson faced problems with: 1) the inconsistency of CelluComm’s organizational structure‚ 2) the political and cultural environment in GMCT‚ and 3) external forces that were complicating system design and construction. In
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LEAD: Eric Peterson 1. What are the underlying causes of Erik Peterson’s problems? Leadership: - Hardy – Peterson tension: both lack of experience in the technical field; no clearly defined reporting relationship - Peterson’s lack of expertise: lose confidence‚ can’t win arguments with Green and Cantor - Curt – others tension - Corporate – GMC tension: conflict of interests‚ lack of communication (change of standard and equipments without notifying Peterson)‚ unaligned vision (target on
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into details. Kind of micro-managing He at least had identified the problems and causes Weekly construction Meetings to involve everyone‚ yet some people weren’t active enough Established an inventory control system Actions to be taken by Peterson to improve the situation and to prepare for his upcoming meeting? He should build a detailed organogram of the company and define the roles and responsibilities of each employee He shouldn’t get involved in each and every issues for which his staff
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Erik Peterson Facts * Service was to begin to subscribers February 1‚ then April 1 * New to cellular industry * No VP of Ops so Peterson reports to Jenkins in his eyes (president and founder) but verbiage said “Jenks would pay close attention). Peterson actually reported to Jeff Hardy (D of Budgets and Plans). Peterson should have clarified reporting structure initially. Peterson didn’t respect Hardy due to never ran operating systems and young experience. * GMCT was in pre-operating
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its operating area. These problems began when local residents opposed the construction of GMCT’s “ugly” towers and Petersen feared the coveted local fire department communication tower would be denied for GMCT use. Embracing his role as a manager‚ Peterson acted pragmatically and promised free cellular service to the police‚ fire and emergency departments in the area in exchange for securing the fire department´s tower. Unfortunately‚ he was unable to convince Hardy to sign the agreement and failed
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Issues and Problems 4. What should Peterson’s goals be for the meeting with Knight? 5. What can Peterson do to prepare for the meeting? 6. What are the most critical organizational issues for Peterson to deal with? Classify them into urgent and long term action items? 7. What went wrong during management’s visit‚ and what could Peterson have done differently? 8. What lessons does Erik Peterson’s story yield to you? As a management career aspirant‚ what steps you would take saving yourself
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SIMON GUTIERREZ COLDERIA Home Address: 771 P. Burgos St. Liliw‚ Laguna Contact Number: 0917-692-6103 E-mail: simoncolderia@yahoo.com Objective: To obtain a challenging position that allows me to contribute and utilize my office support‚ customer service and work in equal opportunity to help maximize my potentials and enhance professional capabilities for a more productive service and my special related skills in a new exigent world. PERSONAL INFORMATION Date of Birth:
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