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Management 101-A Case Study
By: Natalie R. Manor, CEO
Situation: A newly formed
organization resulting from the merger of two technical companies in
a large town in New Jersey hired Sandy as a new manager. This newly
formed organization kept all of the former employees and clients
from both former companies because the joint owners did their
homework. They informed all the clients and employees of the former
companies about the merger months ahead of time, did press releases
with the community and let their vendors (they shared several of the same ones)
know of the upcoming merger. Sandy started two months after the
merger and her position was to be a working manager with supervisory
responsibilities for the technical staff that was a combination
of staff of the two previous companies. Sandy was the only woman
in the organization, other than the receptionist. Sandy was the
ONLY new manager hired after the merger and the only person who
was not an employee of the former organizations. Sandy did very
well in her interview, having several years experience as a successful
supervisor and excellent technical skills.
Several weeks after joining the company, Sandy became
highly stressed because she could not get people to listen to her
or respond to her direction. She was never invited to lunch with
the managers or the technicians. Most of the time, in meetings,
she was asked to take the minutes of the meeting. If she made a
scheduling decision for the technicians to visit customer sites,
many times the technicians were pulled from the customer and sent
to other urgent situations without her knowledge or approval. No
one ever formally introduced her to the entire organization. Most
clients and vendors thought she was a new secretary and would refuse
to speak with her or listen to her solutions. Her attempts to meet
with her boss were tempered with other emergencies and the meetings
never happened.
Intervention: We were called in
to meet with the CEO of the technical company to discuss the failure
of his new female manager to be effective. We detailed the issues
of her lack of effectives and I interviewed the manager, Sandy.
Needless to say, she was a bit annoyed that I was called in to look
at her effectiveness. The result of the meeting with the CEO and
Sandy produced the following results.
Results: Sandy detailed for me,
in writing, what she had been experiencing. She wrote without emotion.
I asked her opinion of why the issues had happened in the first
place. She was able to articulate her answers in a way that proved
to be a positive for herself, her subordinates and a leadership
lesson for her fellow managers and CEO. With her help, we were able
to identify the following:
- Silos in sections of the organization developed
because communication was not developed to address the entire
new organization
- How the two former companies were still acting as separate entities
and why that was hurting business development and communication
- The lack of integration of new employees in both companies and
how it had become a practice
- How to effectively integrate a highly qualified female into
the organization so that other hiring and interviewing would no longer
be gender-based
- How reviewing the technicians assignments to customers could
be streamlined easily and effectively
The managers and CEO of this newly combined organization
were lucky that Sandy was as open and flexible. They could have
easily lost her talents because of their lack of integration and
listening. The communication doors were opened by this situation.
However, in many other situations, the new manager
just leaves and no one ever is the wiser. Does this situation sound
familiar to you? You do have the ability to create the measurable
and sustainable results you want for yourself and your organization.
Give me a call at 800-666-2230 or send me an email at Success@NatalieManor.com.
I can help you maximize the potential and increase the productivity
for you and your organization.
© 2001-2009 Natalie Manor & Associates.
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