style of management hurt his ability as a leader. Furthermore, Keller also felt that Brodsky’s ability as a leader was further diminished because his inability to connect with people on a
personal level. This inability was in direct contrast with the company’s attitude. To build loyalty among his subordinates he needs to connect with them personally as well as become much more involved with his customers. Overall, Keller had a very valid argument to why Brodsky was not a good fit with this company. While he may be able to effectively lead an organization, his style of management was not a good fit with this particular company. Therefore Keller’s concerns were highly reasonable because Brodsky’s approach directly affected his relationship with his peers, subordinates as well as his distributers.3.Keller clearly did not view his encounters with Brodsky as opportunities to evaluate, coach, and build self-confidence. From an operations perspective, Keller and Brodsky both exhibitedstrengths. The interpersonal skills that Brodsky lacked regarding social situations and his nature of procrastinating were exactly what Keller possessed as strengths. Instead of micromanaging Brodsky’s business by employing a hands-on approach, Keller should have taken the opportunity to lead by example, model the way, and coach Brodsky. This would have built Brodsky’s self-confidence and credibility amongst his subordinates and Keller’s credibility with his subordinates and superiors.3. What actions should Keller take upon returning to Kiev? It seems that the leadership styles of Keller and Brodsky will not match in any case. While the former believes in immediate hands-on action, the latter is not that impulsive. He takes time and believes in delegating as much as possible. In fact, Brodsky even failed to understand the spirit of the new commercial strategy introduced by the company. So, on coming back, what Keller can do is to reduce his interference in the commercial department’s affairs and encourage Brodsky to perform better through a salary rise. In fact, this will go in accordance with McGregor’s Theory X and Theory Y which state that people have the capability to self direct and self-control if they are committed to the work in hand and are rewarded suitably (Kreitner & Kinicki, 2013, p. 4). Moreover, for the time being, it is wise to ensure a positive annual appraisal to ensure that Brodsky does his best for the firm. At the same time, Zelenko, the talented marketing manager, should be given adequate training and opportunities to learn all aspects of the commercial department so that he will be able to replace Brodsky in future. When Zelenko becomes able to handle the department, it is possible to think about firing Brodsky. These steps should be communicated with the chairman and the managing board. This is so because if Brodsky is forced out at this time, it will be difficult to find another suitable person to replace him. In fact, placing Zelenko as the sales director will not help improve the performance of Brodsky as he...4.Consistent with statements made by Dr. Haussler in Keller’s performance review, Keller did not fully comprehend the vision of the company, making it difficult for him to inspire it amongst his team. In fact, his hands-on approach reflected his weaknesses of poor communication, lack of candor, and not being a team player. This is further evidenced bythe reality that Brodsky’s two performance appraisals offered elements of surprise. If Keller
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- Summer '18
- Luu Dzuan