Case 1 Description A company lost a valued employee due to a new manager's poor management and communication skills. The manager made biased comments regarding Sam's accent, attacking his communication ability. She was reluctant to handle her duties as a manager in a timely manner to support Sam in his everyday tasks in the workplace. In addition, she is distant from other employees, often rude, and would not accept feedback or assistance in learning how the department operates. Diagnosis The root cause of Sam's experience and ultimate decision to leave the company was the lack of new management training and the disconnect between Sam's values and beliefs with the manager. The new manager failed to understand and improve workplace attitudes. Sam was committed to the organization, with values that matched the organization. But after the new manager started, Sam had low job satisfaction caused by not feeling valued and equity. When looking at the three levels of OB we will focus on individual and group/team.

Case Study 1: Poor Management: This case study describes the situation of an employee who left the organization because of the poor management skills of his manager. The key reasons as to why the employee decided to leave the organization were lack of new management training (for the new manager) and mismatch between his values and beliefs with the manager. This is a red flag for the organization because if a committed employee leaves because of the manager ‘s inability to communicate and manage, then there is a chance that other employees may soon follow suit. In fact, there is a quote by Marcus Buckingham which sums up this situation, “People leave managers, not companies.” The literature review in this case discusses some theories with regards to management styles, values etc. The key takeaway from literature review is that managers need to be flexible with their management styles as that will allow them to build trust with the employees. Short term prescription suggested for these issues is a better onboarding process where new managers are allotted mentors to help them get acquainted with the culture and understand the requirements of their role. Leadership can ensure that there are quarterly evaluations which can allow employees to raise any issues with their managers. At the same time, employees also need to ensure that cognitive dissonance on their part is reduced. The short-term prescription in this case provides solutions which can be very effective. The long-term prescription suggested for these issues is the use of annual training to ensure that managers are completely in sync with the changing requirements of their role. These actions can help managers become more aware of their responsibilities and at the same time employees can raise their issues in a timely manner. The case concludes by stating that despite the prescriptions suggested, things could go wrong owing to different challenges and as such it is the responsibility of manager and organization to create a culture which allows employees to trust their manager and give honest feedback. This is an important point as a transparent and healthy work culture leads to timely improvements based on the feedback of the employees.

Solved: Case 1 Description  A company lost a valued employee due to a new

Home
questions and answers
case 1 description a company lost a valued employee due to a new manag

Question

Case 1 Description  A company lost a valued employee due to a new manager's poor management and communication skills. The manager made biased comments regarding Sam's accent, attacking his communication ability. She was reluctant to handle her duties as a manager in a timely manner to support Sam in his everyday ta