When a new Manager Stumbles, Whos at Fault?

Presented By:Group 8

CASE FACTS
Protagonist Codename Organization Case History : Rafferty : Goldstone : Bulwark Securities :

MBA from Kellogg 8 years as a Sales Rep At play in the fields of management Reward : Promotion to Manager at Pramingham, Massachusetts

Philosophy : Do unto the reps as you would

have done unto you

REALITY HITS HARD

5-day management orientation program
300 pages of theory : an MBA refresher course A 5-pound policy manual to be applied scrupulously

High expectations unleash new products, implement better customer service,

Sole focus on targets You hit quota And then top management says Thank you, and all the best.

REALITY BITES

REALITY BITES - HARDER

Failure to meet targets

Overload ed with work

Stress translate s to bad mood and anger at coworker

Puckett quits

Manage ments solution : A 2- day pepworksh op

WHAT WENT WRONG?

IMPROVING THE EXISTING SETUP

Be sure that a performer is ready to be promoted

Make the companys goals, expectations, and strategy clearly known

Start training early, and follow it up

Constant one-on-one coaching and performance assessment

Encourage mentoring

Organizations should not have a sink-orswim system.

PRESENTED BY: GROUP 8 AMANDEEP KAUR (10PGHR05) AMIT PAPNEJA (10PGHR06) ANISH BANSAL (10PGHR07) NAVNEET GUPTA (10PGHR27) PURNIMA DHAR (10PGHR39) RIMJHIM VARMA (10PGHR43)