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Transcript of Martha Rinaldi
Should She Stay or Leave ?
ESSENCE OF THE CASE STUDY
THE DEEP DIVE EXPERIENCE
Family restaurant with flashy advertisement and good offers of a high end restaurant.
Complex execution and careful with costs.
MARTHA RINALDI: CASE ANALYSIS
ARJUN GAUR (14810010)
KARAN SHARMA (14810025)
PARTH MALIK (14810049)
JIVITESHPREET SINGH (14810023)
MBA, top 10 B-schools of Chicago.
Year break before college to earn money for degree.
Part time work at her father's store during graduation.
Computer Science graduate with interest in I.T.
Proficient midfield player in Soccer.
Good at numbers and analysis.
Left his govt. job because of relatively low salary increments.
Joined Potomac Waters as associate product manager.
Skipped the position of assistant product manager due to his skill and familiarity with management.
Shifted from operations to Marketing in June 2006.
Only the 2nd Female Product Manager at Potomac Waters.
Started her career as Design Associate at an Advertisement firm in NY.
Moved to Washington D.C. to accompany her husband.
Good at making a connect with customers.
Used to work remotely most of the time.
Educating Franchise owners about core elements.
Building better relations with suppliers.
Built a presentation on ROI on major investment on I.T.
Was offered the position of Lead for "Special Projects" team by the CEO.
DEEP DIVE PIZZA
CHOOSING BETWEEN TWO ORGANISATIONS
Bigger company,better reputation,national presence.
Solid reputation in grooming and training new employees.
Marketing more important in beverages than in restaurants.
Positive feedback by employees
Salary offered $15000 less.
Unfamiliar top level management.
Job role of leading a "Special Team" which directly reports to VP.
Conducive work environment.
Attractive salary($15000 more).
Future dependant solely on rate of expansion.
Lesser national presence than Potomac waters.
Only one female manager(VP of sales).
Did not know VP of marketing.
MARTHA'S PERSONAL SHORTCOMINGS
Different social styles,personality types,experience levels within department.
Hiring strategy adjustments have increased tensions.
Social structure and Rinaldi's organizational fit.
Unaware of own position within the company, organizational culture.
High need for recognition and approval.
Unable to ask questions, seek clarification
Only wants to perform high-profile or "important" tasks.
How to enhance understanding of her own role?
How to enhance understanding of organisational culture?
Where to go from here?
Follet's lack of political awareness.
Lack of interest in Martha's training.
No credit towards Martha's work.
Biased towards Jamie Vaughn.
Vaughan's bias against MBA's.
Image of being a difficult person.
Delegation of menial tasks.
SITUATION WITH FOLLET
CONFLICTS WITH VAUGHAN
Leave Potomac Waters?
Yes or No
Leave Potomac Waters ?
.Dysfunctional conflicts at Potomac Waters.
Menial tasks assigned in the current role.
A warm standing offer from Deep Dive CEO himself.
Role and work environment, Deep Dive.
Self analysis of situation for understanding future positions.
Increase visibility among higher officials
Discuss the situation with Management
Invi team might have a subculture different from organization culture
Political behavior of complaining might damage her position
Change Team within Potomac?
No guarantee of getting better situation in the new role.
Professionally correct decision.
Communicate to resolve conflicts.
Mutual comfortable way to work together in a team should be worked upon.
Suggestions to Rinaldi
Analyse how other members are treated by Follet to improve her status in the team.
Should provide meaningful inputs in team meetings to build trust with the management.
Should not expect "too nice" behaviour from Follet.
Make ground rules on how she should be treated by Vaughan.
Should be more assertive interacting with Vaughan and Follet.
Being a part of your dream organization,you unfortunately have a conflict with senior management of your division where there is a non- conducive environment.What would be your action plan?