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Building Management Skills: An Action-First Approach 1st Edition

Building Management Skills: An Action-First Approach (1st Edition)

Book Edition1st Edition
Author(s)Daft, Marcic
PublisherCengage Learning
Initial Thoughts
What's Your Problem?
Chapter 2, MANAGER CHALLENGE, Initial Thoughts, Exercise 1
Page 75

Caffeine and Crullers general manager Jane Sutton is frustrated. Her new director of operations, Carrie Fishman, keeps challenging Jane's decisions. Jane finds it easier to take when it's just the two of them, but in a team meeting the harsh questions can be jarring and off-putting for everyone. On three separate occasions, Jane has talked to Carrie about the matter, but Carrie responds with, "Don't you want us all to make the best decisions possible for the company? I'm just asking tough questions because someone has to. How will we ever meet our numbers unless we're really honest with what we are doing?" At those moments, Jane would agree with Carrie that facing up to their problems was important, and she'd end the meeting by thanking Carrie for being such a responsible watchdog for the team. But later, Jane would get this nagging feeling that something just wasn't right. Recently two other managers, Jason Wong and Carlos Hernandez, have complained to Jane about Carrie's methods.


If you were Jane Sutton, how would you handle this?


My answer is based on my personal point of view as a manager. I value attitude the most because it would make a team successful. 


Professionalism is very important in the team. Balancing work and personal matter is hard but manageable. We should always remember that there were times we need to understand and weight things out for the betterment of the team. Whether it will affect the relationship among each member of the team, unless it doesn't affect the performance of the team, then there's nothing wrong with it. But, on the other hand, I strongly believe that it doesn't matter how successful the team is if the relationship of the members of the team is not good. Time will come, the success will depend on how the members and the leader work with each other. 


If I were Jane Sutton, I would handle this by talking to Carrie professionally and personally. Talking to her would make me understand her more. The purpose or my intention to talk to her is not to argue with her way of handling things but to understand her better and try to let her understand me also. It should always be a two-way process. Secondly, I would ask my colleagues, my staff, and those who are with Carrie if how is she as a co-worker. By that, I'll be able to gather some information about her work ethics. If they think she's good, then that would be great but if they think that there's a problem with her attitude or with her work performance, then I think it is much better to clear or to clarify things out with her.


 In my team, I don't want to work with people who doesn't want to cooperate, who's rude, who doesn't know how to listen to other opinions and ideas because as a team, we should work and think together. The best way I can confront her with it is to approach her calmly and be prepared. I will set aside everything so that my mind and ears are ready to listen to her side. Honestly, I can't control Carrie or anyone of the team if that's how she manages to work, all I want to ask from her is to respect, to listen, and to be sensitive enough because at the end of the day, we are team and no one should be left behind. 



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