docslide.us growing managers case study

8/19/2019 'Docslide.us Growing Managers Case Study

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Q;1: According to Maslow’s hierarchy of needs theory and David McClelland’s acquired needs

theory identify and justify which needs dominate the team mem!ers and the team leader"

Answer:

Maslow’s hierarchy of needs theory:

#eam $eader %elongingness

&eeds

'elf(actuali)ation

&eeds

*ustifications

Melissa

+ichardson

HighlyDominating

Moderate to High Richardson had personality more

like an agreeable person. She washighly dominated by social needs.In belongingness she preferredfriendly environment and her acceptance in team and affection aswell. For example she kept thinking

of pia l!nches and ice cream inFriday afternoons after achievingsale targets. She also preferred to b!ild good comm!nication with her team. "hen she came at #hoenixshe was expecting a protocol fromher gro!p members and her boss$ampbell. She was so social andfriendly that R!i did easilyconvince her to take his res!me for higher designation thro!gh his goodskill of comm!nication or while

conversing friendly with her. She was moderate to high in self%

act!aliation beca!se she was p!tting her potential to cope withher &ob. She had a goal too toachieve' she wanted to make phoenix one of the best sales offices b!t somehow she distracted fromher goal and instead f!lfilling there(!irement of this seat she wastrying to accomplish her goal inother means like b!ilding good

relations with others.

#eam Mem!ers 'elf(esteem

&eeds

'elf(Actuali)ation

&eeds

*ustifications

Ale, -offman High High Hoffman had conscientio!sness personalitytype) he had reliability' conformity andorganiation. Instead of being social andfriendly he was hard working and p!t in effort


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to achieve his goals. Hoffman was high at self%esteem

beca!se he was so confident abo!twhat he was doing to get maxim!msales. He had also a dismissiveattit!de abo!t others and he was also

egoistic and stat!s conscio!s beca!sehe do not like to tell any kind of information !nless asked from him.*nd he ref!sed so clearly toRichardson abo!t contacting withevery little mom%and%pop florist aswell.

He was high at self%act!aliation

beca!se he was !sing his f!ll potentialto achieve his targets. +eing self%act!alier he was self%directed andwas independent and reso!rcef!l. He

was highly missioned in himself andhe also en&oys his own company andfeels comfortable being alone.

'ocial &eeds 'elf(esteem

&eeds

*ustifications

.regorio #orres Moderate Moderate ,orres personality traits were more like anopenness to experience person. He liked to be more creative than following the pre%decided lines of doing work.

,orres was a relaxed kind of

person. He always talk nicely withRichardson and (!ite ready to helpher. For example' in -!ne whennobody doing his paper works soshe asked ,orres to do some of hiscolleag!es reports for them inorder to meet their deadline.Richardson also asked him to meether and a new big b!yer to f!lfilldemands of this c!stomer. He alsohad good relations in team and hekept convers them in their Spanishlang!age.

He is moderate at self%esteem

needs beca!se he was not stat!sconscio!s and egoist person b!t hewanted recognition thro!gh gettingaccomplishments by trying newideas and was willing to change theold ways to grape c!stomers


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attentions. He was confident abo!this new idea for website to managec!stomers services.

'ocial

&eeds

'elf(esteem

&eeds

'elf(

actuali)ation

&eeds

*ustifications

&ic/ +ui) Moderatelydominating

Moderatelydominating

Highdominating

/ick was an extraverted person. Heliked to meet new people and waswilling to confront others.

He kept interacting people in

other departments and askingabo!t their &obs. He alsoknew abo!t the prod!ct from

his conversations withc!stomers. He also b!ilt goodrelation with Richardson andconvinced her to take her res!me for sales post.

He was moderate at self%

esteem beca!se he wanted toget recognied thro!gh hisability of having lots of knowledge. He was confidentabo!t his knowledge whichhe took from workers while

visiting greenho!se in hisfree times. He was also hadself%confidence.

/ick was high at self%

act!aliation beca!se he wasready to p!t each and everyeffort to get sales position nomatter whatever it took. Hisattit!de proved refreshing toRichardson. He was ready to!se his f!ll potential in work and in ret!rn seek growth'

achievement andadvancement in his career.He was so directed' andreso!rcef!l. He was highly p!rposed as well.

'afety and 'ecurity

&eeds

*ustifications


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Chelsea 0eterson Highly dominating She had a ne!rotic personality. She was emotionally!nstable and o!t of control.

She was pessimistic and insec!re abo!t her &ob.

She was nervo!s all the time. She was !nable to b!ild good relation with her immediate boss andto b!ild her good impression. She criticied

others in spite of having look on herself as being!nskilled and inexperienced and still tho!ghtherself to be eligible for promotion to sales position. *s she was openly hostile to Richardsonin her first meeting.

0hysiological

&eeds

*ustification

'arah ega Highlydominating

She was moderate at agreeableness personality type. ,he data given for Sarah 0ega was not eno!gh to &!dge her personality exactly. She wasnot high in any level of Maslows hierarchy except at physiologicallevel. +eca!se she was so !nconcerned with her work' she often camelate and left soon' kept on texting on mobile. She was so careless thather work was piled on her table b!t she did not bother to do that. Sheoff and on went on leaves for different reasons. Her sales were so

!neven. So she &!st concerned with her basic needs which were f!lfilledfrom her recent designation and she did not need something more thanthat.

McClelland’s acquired needs theory:

&eeds of

Affiliation

&eeds of

Achievement

&eeds of

0ower

*ustification


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Melissa

+ichardson

High Moderate toHigh

low Richardson had personality

more like an agreeable person.She was highly dominated bysocial needs. She preferredfriendly environment and her acceptance in team and

affection as well. For exampleshe kept thinking of pial!nches and ice cream in Fridayafternoons after achieving saletargets.

She was also moderate to high

in needs of achievement. Shehad a goal to make phoenix oneof the best sales offices. +!t shewas a little misdirected towardsothers aspects like b!ildinggood relationships with team

members. She lacked to foc!son the re(!irements of her newdesignation and thro!gh other ways she wanted to achieve her goal.

She was so low in needs of

power. She never tho!ght of herself being an a!thoritative person. *s a good leader shem!st be moderate in needs of power instead of no need of power. ,he !se of power also

needed to reshape and remoldthe team into her terms.

Ale,

-offman

1ow High High Hoffman had conscientio!sness

personality type. Instead of being social and friendly he washard working and p!t in effortto achieve his goals. He was thetop sales man in the companyand he had earned every rewardand perk $olor,ech offered. Heachieved his sales goals in any

case even he had to make phonesales o!tside his area.

He was so confident abo!t what

he was doing to get maxim!msales. He did not like to tell anykind of information to others beca!se he liked himself beinga!thoritative person. 2ven he


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ref!sed to follow theRichardsons terms to makehigh sales and asked her to dealhimself in his own ways.

He was very low in needs of

affiliation. He was not social

and liked being alone.

.regorio

#orres

Moderate Moderate 1ow ,orres personality traits were

more like an openness toexperience person. He alwaystalk nicely with Richardson and(!ite ready to help her. He alsohad good relations in team andhe kept convers them in their Spanish lang!age.

His needs of achievement were

moderate beca!se he wanted to perform well b!t thecomm!nication method withc!stomers was going on in theoffice did not s!it him. Hewanted to achieve sales thro!ghhis own idea of website.

He did not want power or to be

a!thoritative on others directly b!t he wanted to be distinctivefrom others so he co!ld be powerf!l in a different way andhad privileged than others. Sohis needs of power were low beca!se he was &!st had an ideaand no practical work was goingon.

&ic/ +ui) Moderate High 1ow /ick was an extraverted person.

He was moderate in needs of affiliation. He liked to meet new people. He also b!ilt goodrelation with Richardson. Hekept interacting people in other departments and asking abo!ttheir &obs.

/ick had high needs of

achievement. He was ready to p!t each and every effort to getsales position. He was ready to!se his f!ll potential in work


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and in ret!rn seek growth'achievement and advancementin his career. He was so foc!sedand ingenio!s in order toachieve his goals.

He was low in needs of power

beca!se he did not want tocommand on others.

Chelsea

0eterson

1ow 1ow High #eterson had a ne!rotic

personality. She wasemotionally !nstable. She wasinsec!re abo!t her &ob. Her needs of power were high beca!se these kinds of personalities want to be in power so that they can feelsec!re. Same case was with#eterson that she got insec!re!nder Richardson and shewanted to get promoted so thatshe co!ld be more sec!red andhave control on others too. Shealso felt more insec!re whenshe heard abo!t the promotionof his colleag!e from the samedesignation as she had.

She was so low at needs of

affiliation beca!se she was notinterested in b!ilding goodrelations with others. *nd in her very first meeting with her new boss she was so arg!mentativein her behavior.

She was low at needs of

achievement too beca!se he wasnot p!tting effort in her work toachieve something she was &!stcriticiing others. She did nothave some goals to achieve.

'arah ega Moderate tolow

1ow 1ow She was moderate in

agreeableness personality. Shewas &!st f!lfilling her basicneeds from this &ob. She wasmoderate to low in needs of affiliation3social in the officewith boss and her colleag!es.She was not concerned morewhat is going on in the office or with the office work.

She was low in needs of


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achievement. She was notinterested to p!t special effort todo her work even her work wascompiling on her table and shedid not bother to complete that.She did not have some kind of

goal related to her &ob. She was so low in power too.

*s she did not want growth sono needs of power were existedin her.

Q"23 4,5lain and justify how can Melissa +ichardson use the ictor room’s e,5ectancy

theory to im5rove her team’s 5erformance6 lead them effectively and motivate them7

Answer

,he 2xpectancy theory states that employees motivation is an o!tcome of how m!ch

an individ!al wants a reward 40alence5' the assessment that the likelihood that the effort will lead

to expected performance 42xpectancy5 and the belief that the performance will lead to reward

4Instr!mentality5


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4ffort 5erformance +ewards 8ndividual goals

*s given in the case st!dy some of the team members cannot p!t their efforts for better

performance so the following steps sho!ld be taken by Melissa Richardson by !sing victor

0rooms expectancy theory to improve her team members performance.

1. Alex Hoffman:

*s Hoffman was the top salesperson in the company' and he had earned every award

6 received every perk $olor,ech offered. *s a top seller *lex show dismissive attit!de

and resistance to sell new stem prod!cts. So Melissa Richardson sho!ld clearly define

him ob&ectives and the performance necessary to achieve them and also tie performance

to rewards.

2. Gregorio Torres:

7regorio is acco!nt representative) he seems !ninterested in disc!ssing his sales

performance. +!t he has m!ch creative ideas abo!t c!stomer service website. He also

!nderstands prod!ct and c!stomer services' so Melissa Richardson can !se #ygmalion effect

to motivate and improve his performance.

3. Sarah Vega:

Sarah 0ega is an acco!nt representative and was new to sales. Sarah 0ega is

!nfoc!sed and distracted by events o!tside of the work. She had !neven performance and

often late or absent from the office. So Melissa sho!ld pers!ade her to get training to

improve her &ob performance and also making her responsible and motivating her by

praising.

4. Chelsea Peterson:

$helsea is a store merchandiser and has hostile relationship with her boss Melissa. She

is more interested in sales position when opened' b!t have no experience 6 skills. However

Melissa can motivate #eterson by telling her that hardworking' capable and a good performer

will lead to sales position. So giving her training and helping her wo!ld be best for her.

5. Ni! "#i$:


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/ick is also a store merchandiser. He is very enth!siastic 6 knowledgeable person.

R!i had apparently expressed interest in &oining the sales team and he is ready for sales

position when open. Melissa can motivate him by making him believe that whatever she

says she will do.

7iving training those who need' !sing #ygmalion effect' praising rewarding' helping those who

had low performance and making her team to believe her and respect and follow her wo!ld

motivate her team.

Q"93 sing the +einforcement theory of motivation e,5lain and justify which reinforcement

techniques3 Melissa +ichardson should use to motivate each of the team mem!ers"


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+einforcement

#echniques


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taking away the perks.

.regario #orres

+einforcement

#echniques


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Chelsea 0eterson

+einforcement

#echniques


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Avoidance+einforcement

motivation andenco!ragement by themanager to work hard canmake her perform well.

She is a pessimistic personhostile in behavior and dont pay attention towards thedirection given byRichardson. So Richardsoncan motivate her byreprimanding her to changeher behavior and becooperative with the team or also she can nag her tocomplete her tasks.

• She might change

her hostile behavior to avoid more severeconse(!ences and p!nishment.

work &!st too attaireward or perk and wanything is not giveher then she wont attention to work

• She will tend to exer

minim!m effort necesto keep herself o!tro!ble.

• It does not enco!

employees to s beyond the minimlevels re(!ired.

• If negative reinforce

involves excessive anor threats' the pewho8s responsible foco!ld face reperc!ssions.

'arah ega

+einforcement

#echniques


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0unishment

stays non serio!s towardsher work then Richardsoncan motivate her bycutting her wor/ hours

4i.e.' takeaway money3income from

the employee5' taking away; a late at night or when the employee doesntwant to work' a time whenno c!stomers come in' etc5:or can fire her.

• She might change her

attit!de and becomesserio!s to avoid thedanger of losing &ob.

• Hostile attit!de towards

the manager.

• $reates a stressf!l

environment for theemployee.


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Q"=: " ,he second mistake she did that she arranged a meeting in !rgency at the very first day

witho!t informing in advance even after knowing that her team was not in shape and

ordered.2" She cond!cted a bad presentation beca!se she co!ld not transfer her goal to her team.


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9" *nother mistake she did was that she had not noticed the prod!ct ready for the c!stomers

was placed in wrong pots. ,his mistake wo!ld mean the team wo!ld be charged for

emergency repotting costs as well as disco!nts offered as compensation for delayed

delivery if they did not act (!ickly.

" She did not have 9we: perspective so that her employees co!ld feel that they are on the

same side.=" Richardson was acc!sed for the gender discrimination at the working place and this was

claimed by $helsea #eterson' one of her store merchandiers. *nd this was might be d!e

to the comm!nication gap between a leader and her team members.?" She did not get any kind of knowledge abo!t paper work and management iss!es which

was re(!ired for this sales managers seat.@" "hen she was given to prepare a (!arterly report she took a previo!s (!arterly report as a

reference and then reb!ked by her regional manager $ampbell for this act. She did nottake information on it beca!se her predecessor was fired from this seat d!e to falsifying

these reports by !sing previo!s data." She was not foc!sed on her goals instead foc!sing other !nimportant work.1B" She did not decide the means to achieve goal in three month time period.11" She did not have some kind of preparation for contingency sit!ations.1>" She was not democratic at all. She did not have g!ts to take her member to move with her

to achieve goal.

'ome ste5s which might hel5 +ichardson get off to a !etter start:

1" She sho!ld have taken some steps in the start to reshape the team members behavior so

that she co!ld remold them into her interests and for the good of the office rep!tation at

phoenix.>" She sho!ld inform to the receptionist on Friday for meeting so that receptionist co!ld

convey the message to the members. *nd conse(!ently all co!ld be at meeting in time. In

this way she might be able to comm!nicate with them in an effective way.2" If she went thro!gh each area which was in her s!pervision she co!ld save herself and her

team members from extra costs that was charged from repotting in emergency and

disco!nts offered as compensation for delayed delivery. +eca!se each big%box c!stomers

received plants in plastic pots that showed its !ni(!e bar codes for price scanning and

inventory management.9" *fter mis!nderstanding with $helsea #eterson abo!t &ob promotion she that this kind of

mis!nderstanding existed in the environment than it sho!ld be clarified at the spot and

sho!ld pay e(!al attention to all the team members' b!t there was a lack from the


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Richardson if she covered it ingenio!sly she co!ld save herself from acc!sation on the

gender discrimination." From the start if she kept foc!sed on the goal and decided the way that how to achieve

that goal and assign d!ty everyone in a more leadership style that definitely help her

towards a better start towards s!ccess.=" If she already !nderstood her &ob re(!irements like paper work' management iss!es and

process covered in the classes then she wo!ld be able to better handle paper work

assigned from her regional manager.?" If she wo!ld have an a!thoritative and leadership attit!de with her team members then

she co!ld be able to move to betterment in achieving goals and for her &ob too.

So she co!ld prove herself a very effective sales manager after performing her role ingenio!sly.

+!t in the she pict!red the Friday afternoon pia l!nches and ice cream cart celebration she

wo!ld sponsor when they exceeded their (!arterly sales goals. +!t as a leader she sho!ld have to

do something more right and important then thinking abo!t a treat was reasonable.

Q"?3 Critique Melissa +ichardson’s first meeting" -ow could she have made a stronger

im5act on her team that first day7 +ecommend some ways which will hel5 Melissa

+ichardson !uild her team effectively7

Answer:

"e all know that Richardson first meeting wasnt effective at all firstly her team members were

informed of the meeting &!st an ho!r before. She sho!ld have informed them early or in advance

like when she visited her office on Friday she co!ld have told the receptionist to inform every

one of the meeting that wo!ld held on Monday morning. +eca!se as $ampbell wasnt there to

introd!ce her to the staff. She sho!ld have come more prepared with a more detailed speech

instead of short speech that wo!ld have made a stronger impact on the members. +!t d!e to her

short !nprod!ctive speech no one was interested whatever she was saying and she felt a tension

in the air. She sho!ld have taken an orientation or sho!ld have asked for it. Initial team meetings

are where expectations are set' a feeling process occ!rs' and opinions get formed. She co!ld have

made a stronger impact on the team if she wo!ld have set a s!pervisory tone' established initial

credibility' clearly comm!nicated confidence in the new position and moreover first meeting is

not abo!t telling yo!r team things @ its abo!t yo! asking yo!r team (!estions and listening so


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instead of &!st speaking and telling she wo!ld have made her team members speak and listened

to them and asking them abo!t

• ,he individ!al and team goals

• Most important things for them to achieve this year

• H!rdles that wo!ld come in their way to achieve their goal• $hallenges they are facing

• ,heir expectations and their sales strategies

+y doing this she wo!ld have made a strong connection with the members beca!se this way she

wo!ld have involved them in her speech and disc!ssing goals and if any person didnt have clear

goals for the year' she sho!ld have planned on establishing them fairly soon. Its way easier to

manage people if they have clear goals. *nd knowing each everyone wo!ld have helped her to

achieve s!ccess.

+ecommending ways +ichardson can !uild her team effectively:

*s a manager' Richardson is to make her gro!p more prod!ctive than it wo!ld have been witho!t

her. Foc!sing her energy from the first day on the things that only she' as a manager' can do. She

is the leader . She is responsible for training and developing her people and for b!ilding them into

a team. ,o b!ild her team effectively and have a positive impact on the team it only takes insight

into three key areas> Alignment6 Motivation6 and 0erformance"

• ,eam sho!ld have a sales process and set goals' b!t it works best to align those

organiational goals to the team.

• Setting general ro!tine r!les and g!idelines for the team members wo!ld make them

more efficient and effective. For example Richardson didnt say anything to Sarah when she

!sed to come late there sho!ld be strong r!les of coming on time and sharing ideas.

• Relationship b!ilding is the most f!ndamental element of leadership. 2stablishing strong

relationships with people enables them to tr!st and respect yo!' in t!rn giving them a reason

to follow yo!r lead.

• Inspiring employees to work together to develop sol!tions to company problems. *

manager who does not promote teamwork develops a staff that is apathetic toward working

together.

http://management.about.com/od/leadership/http://management.about.com/cs/people/a/crosstrain.htmhttp://management.about.com/cs/adminaccounting/a/teambuilding.htmhttp://management.about.com/cs/adminaccounting/a/teambuilding.htmhttp://management.about.com/od/leadership/http://management.about.com/cs/people/a/crosstrain.htmhttp://management.about.com/cs/adminaccounting/a/teambuilding.htmhttp://management.about.com/cs/adminaccounting/a/teambuilding.htm


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• Stressing teamwork and cooperation) emphasiing open and candid comm!nication both

ways) and the no s!rprises r!le 4if they have problems or Diffic!lties' they sho!ld be bro!ght

to the new managers attention5.

• *ppraising the team as a whole and individ!ally. *nd reward them in a social format that

brings o!t the best in them in a way that inspires everyone.

• ,he most important part of her &ob is to motivate her employees. Start that from day one.

She sho!ld find n!mero!s ways to motivate the team members. 7ive them positive

feedback when she can and negative feedback only when she m!st.

• #lacing a high priority on coaching will b!ild confidence and drive prod!ction for the

team better and faster than any other single practice.

• 7ive flexibility to team members on how to meet their work goals' enco!rage employees

to make s!ggestions and give creative ideas.

• 1earning how to deal with problem or resentf!l employees.

Q"@3 8n your o5inion who is at fault for Melissa +ichardson’s 5oor 5erformance as a 'ales

manager and #eam $eader7

Answer:

,he team leaders are those who can lead and direct witho!t mis!se of their power. ,hey

m!st be able to inspire others in a direction or greater good. ,hey m!st be strong eno!gh to stand

firm in decision making and leading others witho!t an egotistical attit!de. * great team leader

will enco!rage others to brain storm and contrib!te to the whole. ,hey also lead by example and

intelligently. However' with reference to case st!dy Melissa Richardson is not a good team leader

as she did not know how to lead' direct or inspire her team members. For example the behavior

of *lex Hoffman is very r!de towards her b!t she did not take any action. Some as the one of

other team member Sarah 0ega who did not pay f!ll attention towards her work and m!ch b!sy

with her cell phone. She also comes late on work b!t Melissa didnt do anything for her this typeof behavior.

,he sales manager is the person responsible for leading and g!iding a team of salespeople.

* sales manager8s tasks often incl!de assigning sales territories' setting (!otas' mentoring the

members of her sales team' assigning sales training' b!ilding a sales plan' and hiring and firing

http://management.about.com/cs/peoplemanagement/ht/positivefb.htmhttp://management.about.com/cs/peoplemanagement/ht/positivefb.htmhttp://management.about.com/cs/peoplemanagement/ht/negativefb.htmhttp://management.about.com/cs/peoplemanagement/ht/positivefb.htmhttp://management.about.com/cs/peoplemanagement/ht/positivefb.htmhttp://management.about.com/cs/peoplemanagement/ht/negativefb.htm


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salespeople. +eca!se a sales manager8s compensation is tied to how many sales her team makes'

she8s highly motivated to get her salespeople prod!cing. ,his often leads to a scenario where she

micromanages her sales team' hanging over their sho!lders and constantly asking for !pdates. *s

a sales person' Richardson had not been exposed to many of the management iss!es' paperwork'

and processes covered in the classes of the manager training co!rse. 1egal iss!es related to

h!man reso!rce had been stressed repeatedly' b!t Richardson had little confidence in her

!nderstanding of the risks and re(!irements. ?ne of the other reason of her poor performance as

a sales manager is that her regional manager didnt give her information abo!t the d!ties and

responsibilities of her new &ob. D!e to all above iss!es she shows a poor performance as sales

managers.

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