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The Vice President, the Product Manager and the Misunderstan

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Samantha Opena

on 28 June 2014

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Transcript of The Vice President, the Product Manager and the Misunderstan

VIEWPOINT
STATEMENT OF THE PROBLEM
OBJECTIVES
ALTERNATIVE COURSES OF ACTION
AREAS OF CONSIDERATION
AREAS OF CONSIDERATION
HUMAN RESOURCE
It is apparent that managerial roles were not
properly exercised by each of level of the organization resulting to failure to perform the first and central function of management process which is the
PLANNING PHASE
For Tom Brewster, Jeff Reynolds and Nick Smith to execute their diverse activities effectively and efficiently in the long run by possessing and exercising their roles as managers relative to the different levels in the organization.
II. Jeff Reynolds, the Marketing Director,
brief inintroducing Brewster to the vice
president, frankly told the Nick Smith
that he was too rough and he
has hurt Brewster

I. Tom Brewster, promoted as the new assistant product manager who is relatively unfamiliar with the group of products he was assigned,was invited by Jeff Reynolds to a meeting to help him orient to his new job. When asked by the Vice President about his products, he confessed that he did not know the answers.
The Vice President, the Product Manager and the Misunderstanding
ALTERNATIVE COURSES OF ACTION
I. The HR to conduct a regular managerial
seminar / training/ workshop to keep employees abreast in the current information
and practices of a good organization possessing interpersonal, informational and decisional roles thereby helping the team achieve a common goal through the management process.
RECOMMENDATION
It is recommended that the 1st and 2nd courses of action be taken since it is imperative for every manager to possess managerial roles to perform his duties well. (According to Social Scientist L.Gulick), "No role can be pulled out of the framework and the job be left intact". However, this description of managerial work should be important to managers: "...the managers' effectiveness is significantly influenced by their insight into their own work".
AREAS OF CONSIDERATION
III. Nick Smith, the crusty veteran Vice President with a reputation for bluntness was visibly annoyed with what he took to be Brewster’s lack of preparation. Smith explained that the fact that Brewster was new to his job had not registered adequately when they had been introduced and it was only sometime after his own reproach to Brewster that he had the nagging thought that his reaction was inappropriate and unfair.
II.Conduct a two way assessment between the Boss and his subordinate on how effective and efficient they are to their work and to their people. This may include assessment on how they are able to meet their responsibilities, how they handle their people and how they are able to carry out their managerial roles.
ALTERNATIVE COURSES OF ACTION
III. HR to have mentoring on values and skills for an effective and efficient manager for specific individuals who were observed or recommended to be guided.
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