Loading presentation...

Present Remotely

Send the link below via email or IM


Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.


Erik Peterson

No description

Jingxuan Chen

on 23 October 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Erik Peterson

Erik Peterson
Case Study

Prior Actions
Suggested Actions
1. Erik Peterson is general manager of the GMCT
2. Cellucom is a cellular mobile telephone company, bases in California.
3. GMCT is one of 12 subsidiaries operated by Cellucom still in construction, bases in Vermont & New Hampshire
4. Distance from Vermont to California is 2477.43 miles
5. One month behind target, the revised turn-on-date of GMCT is April 1 (3 weeks away).
6. Peterson meet with Chip about plans to meet the turn-on date
Topic Main Problems
Employee Conflicts.
Person-Job Misfit.
Employee Motivation.

Prior Actions
Leadership & Management
Suggested Actions Before Meeting
GMCT Objectives
Performance Incentives
Leadership adjustment
Job Descriptions

By Floria Chen,
Garry Cartwright,
and Connor Laframboise

Five Activities Required To Build the System:

Acquisition of tower sites
Construction of towers
Liaison with telephone company
Installation of power supply, radios, antennas
Installation of network interconnection.

Organizational Structure Chart of Cellucomm
Organizational Structure Chart of GMCT
Employee Conflicts.

Personal/ Process/ Task
Conflict with Curt Andrews.
-- Curt not motivated to work for someone he dislikes.

Departmental lack of skills and abilities.
-- More effort is required to compensate
Person-Job Fit
General Impact of Person-Job Mismatch?
General Causes of Person-Job Mismatch?

1. Peterson with Hardy & Green &Curt
2. Curt with others
Organization structure
Inconsistent goals
Personality and characteristics
Job-person Fit

Who?Peterson, Hardy, Andrews
Trends & Constraints
Job Descriptions
Recruitment & Selection

New Organizational Structure
Chart of GMCT
Person-Job Mismatch: Suggested Actions
Explicit Job Descriptions and Relatedness to GMCT Objectives
Role Clarity and Support (i.e., use existing HR)
Look to Other Pre-operating Systems

Leader Manager
Benchmarks for Peterson
Routine Communication
Traditional Management
Human Resource Management
(Johns & Saks 2013, pg. 16)

Benchmarks for Peterson
Behaviour of Leaders:

Directive Behaviour
Supportive Behaviour
Participative Behaviour
Achievement-oriented Behaviour
(Johns & Saks 2013, pg. 16)

Something on
Leadership styles

Image from Tims & Bakker (2010)
Employee Motivation:Suggested Actions
3-day performance objectives.
Performance bonus for Curt.
Turn-on date bonus.
Create promotion opportunity for 20% of all employees.

Employee Conflicts:Suggested Actions
Relationship conflict: confront issue directly

Task or process conflict: decisive/ assertive

Chen, Y. (2010). Career Success of Knowledge Workers: The Effects of Perceived Organizational Support and Person-Job Fit. Scientific Research, 2(4), 389-394.
Dessler, G., Chhinzer, N., & Cole, N. D. (2014). Human Resources Management in Canada (12th ed.). Toronto: Pearson.
Goleman, D. (2000). Leadership That Get Results. Harvard Business Review, 78-90. Retrieved from http://www.haygroup.com/downloads/fi/leadership_that_gets_results.pdf
Goleman, D. (2001). Leadership That Gets Results. In Harvard Business Review on What Makes a Leader (pp. 53-86). United States of America: Harvard Business School Publishing Corporation.
Iqbal, M. T. (2012). The Impact of Person Job Fit on Job Satisfaction and its Subsequent Impact on Employees Performance. Mediterranean Journal of Social Sciences, 3(2), 523-530.
Johns, G., & Saks, A. M. (2014). Organizational Behaviour: Understanding and Managing Life at Work (9th ed.). Toronto: Pearson.
Kalleberg, A. L. (2008). The Mismatched Worker: When People Don’t Fit Their Jobs. Academy of Management Perspectives, 24-40.
Mintzberg, H. (1990). The Manager’s Job: Folklore and Fact. Harvard Business Review, 90(2), 163-176.
Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership Skills for a Changing World: Solving Complex Social Problems. Leadership Quarterly, 11(1), 11-35.
Northouse, P. G. (2010). Leadership: Theory and Practice (5th ed.). Los Angeles: Sage.
Saks, A. M., & Haccoun, R. R. (2004). Managing Performance Through Training and Development (3rd ed.). Scarborough: Thomson Nelson.
Tims, M., & Bakker, A. B. (2010). Job Crafting: Towards A New Model of Individual Job Design. SA Journal of Industrial Psychology, 36(2), 1-9.
Full transcript