Case Analysis
Index
Executive Summary
Analysis
Alternative Identification
Recomm leftoverations
Sources
Executive Summary
“Management’s where it’s at—power, prestige, money.” Paul MacKinley’s words to Rafferty Goldstone dress out the stage for this case. A company’s managers personify its set and norms. At wall Securities, those values and norms are troublesome and twine with inconsistencies.
At management orientation, the trainers—including the CEO—talk theory nevertheless not application. They don’t teach any unique(predicate) skills. The human resources staff plays an administrative role rather than a strategic one. How can groyne claim that management suppuration is important if its training session doesn’t even fulfil on the practicalities of being a manager? Executives from the CEO downward(a) consider the hefty policy manual their bible. If it’s so important, why is it a “parting gift” at the end of orientation week? MacKinley hounds Goldstone the sales rep about his quotas and compliance. Yet, in a postcard, he urges Goldstone the manager to concentrate on plurality development. No wonder the guy doesn’t understand.
Gloria Ludlow lays down the natural law about Goldstone’s responsibilities and says his priority should be developing his people. therefore she cuts him loose. He doesn’t react well. It’s no surprise, then, that Goldstone afterwards issues “commandments” at his own sales meeting—which he calls, sadly, because he has something to prove—and is rebuffed.
Successful organizations often mishandle how they develop their people, and Bulwark is a classic example. The purported philosophy of management at Bulwark is not evident anywhere in its actual periodic business. In fact, Bulwark’s sink-or-swim management training governing body is no system at all. Goldstone is only one symbol of a larger management problem at Bulwark....If you motive to get a full essay, order it on our website: Orderessay
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