Kenny Katchem has been selling guns and accessories for years at his eighteen local retail operations in Baltimore. Business is always good during hunting season, and for the ten months afterwards when the woods become quiet again. Phil M. Upp, the personnel manager, is responsible for staffing the managers and clerks in all of the stores. Once every month on Sunday, all of the company workers get together at their hangout, the Krazy Klubhaus, located in Charles Village. Here they celebrate and fire their weapons. Since the club is in a sound-proof basement, well insulated and out of harm's way, they have never had complaints about the noise from the neighbors or had to deal with intruders like the police.
All of them have permits for their weapons and know how to handle firearms. This is a job requirement since they often have to protect themselves from intruders who are not serious customers, but who seem to expect to be given guns even when they already have some of their own.
"Ditty" Doit, the sales VP, has been having trouble with many of the retail managers who don't seem to be showing up for the celebration (i.e. sales meeting). The sales in these stores seem to be down, and the managers don't appear to be concerned about the reduction in sales volume. Both Ditty and Phil know that motivating workers is the leader's primary responsibility.
Therefore, they have asked you, a high-priced personnel consultant, to help solve what they think is a leadership problem. Should they develop teams, supervise them individually, or just leave them alone? What's happening now it isn't working? They tell you that the personnel in these stores are usually strong willed, like to do things their own way, and sometimes can get pretty insistent about it. A couple has even suggested they may revolt and take over the Krazy Klubhaus to start a new club of their own.
Upp and Doit want you to find the magic bullet that will restore the workers' commitment to Guns n' Things and bring revenues back to what they were like in the good 'ole days. Therefore, he has contracted you at $2000 a day, to develop a leadership development plan for training store managers or finding new ones if need be, who can successfully lead the company into the next century. As part of the contract, they have offered to provide you with sufficient firepower to get the job done.
1. How will you develop your leadership attributes to train managers or hire new ones?
3. Use sound reasoning to justify why your leadership plan will work for this company.
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