Helen Flagg was an outstanding sales person in the Ajax Discount Store. She knew the products well, kept up to
date with her recordkeeping and was willing to work overtime whenever necessary. None of her co-workers came near her level of overall sales performance. Because of this effective record Helen was promoted to manager of the children's-wear department. Almost from her first day in the new position trouble began to occur. Flagg complained about her subordinates' lack of motivation and dedication, feeling that they were overpaid and that many should be fired. Naturally this caused difficulty in the department, and two of the better sales people quit abruptly. Flagg's superior discussed these problems with her, but after several such discussions Helen still couldn't understand why she should approach her job differently. Finally her superior offered Helen her old job back as a salesperson with no cut in pay. At first Helen was happy about this switch back to her old job. No more problems with those lazy employees. But then she became worried about her lack of success as a manager, and this caused her sales to fall. Even though her boss reinforced her on several occasions, telling her that not everyone can succeed as a manager and that excellent sales people are very valuable to the store, nothing seemed to give assurance to Helen Flagg.
Answer the following question.
Q1. What can Flagg's boss doing now?
Q2. Should she have been demoted back to her old position? Why? Why not?
Q3. Why was she promoted in the first place? Justify.
Q4. What might her superior have done to help Helen in the managerial assignment?
Question one According to the presentation of the facts in the case study above, Flagg's boss can ensure that they taken a... View the full answer