Case Analysis: A Day in the life of Alex Sander
Submitted by Group A2
Problem Statement:
How do you manage Alex and help him grow to become a true leader for the company.
PESTC Analysis:
No External factors.
SWOT analysis:
For Alex Sander:
Dimensions Strengths Internal factors affecting the case Star performer Self starter Self moti ated !erformance oriented Eye for details Intelligen In"uisiti e #o es challenges $ommitted %espected by peers Sha&es up an underperforming team $an implement large complex pro'ects Not dri en by external moti ators li&e compensation and promotion Self actuali(ed
)ea&nesses
Easily annoyed *ad tempered Disli&ed by many $ause of employee dissatisfaction Not percei ed as a moti ator who can get the best out of his people %elies too much on indi idual effort Not percei ed as a leader
+pportunities /hreats
Self growth based on the ,-. re iew !ro en trac& record gi es le erage Discontentment of co0wor&ers #ac& of people s&ills Negati es highlighted by the ,-. re iew 1nwillingness to loo& at himself critically
Factors affectin t!e Problem statement:
"# Alex focuses almost entirely on !is oals$ and t!is causes !im to pus! !is subordinates and expect t!e same le%els of performance !e expects from !imself# 2# &e is unconcerned about staff morale$ and !e is s!ort tempered$ demandin $ dead'line oriented and !e (it!'!olds praise# )# &e isn*t open to criticism and feedbac+ ,# &e desires reater influence in t!e company by means of a lar er leaders!ip role -# &is mana erial style creates a !ostile en%ironment (!ic! compromises t!e producti%ity of !is team members .# &e is in/uisiti%e learn and 0# He is a good multi0 1# He is talented and 2# He has a depth of "3# He gets things and self'moti%ated to c!allen e !imself tas&er aluable to the company &nowledge about the mar&et done
Analysis:
2. Alex has a type A
4oldsmith5s theory. He is competiti e3 aggressi e and beha ior typical of a type A to a leadership role in personality3 as per Andrew high strung3 highly hostile. /he type of personality isn5t conduci e business.
6. Alex is a 7 theory manager3 as per Douglas 8cgregor5s theory. /his managerial style assumes that wor&ers9
: Dislike working. : Avoid responsibility and need to be directed. : Have to be controlled, forced, and threatened to deliver what's needed. : Need to be supervised at every step, with controls put in place. : Need to be enticed to produce results; otherwise they have no ambition or incentive
to work.
,. He is deficient in perspecti e ta&ing in his interpersonal relationships at wor&. He is unwilling to change himself to impro e his relations and become a better leader. ; < -. He has a dri e to meet his self0actuali(ation needs3 as explained by 8aslow5s theory of needs hierarchy. =. He does not satisfy his staff5s context or content factors of moti ation3 as per Her(berg5s two factor theory. Alex5s temper and lac& of concern for staff morale creates a hostile wor& place en ironment3 which causes dissatisfaction. 8ore so he does not promote 'ob satisfaction by either gi ing his staff due recognition or trusting them with responsibility. As a result his staff isn5t moti ated or producti e.
Alternati%es:
2. Sam has a long discussion with Alex where he explains the companies perspecti e. He as&s Alex to change his managerial style to become more li&e theory >. 6. /he company uses an impro ed ,-. re iew3 as the basis for a new performance rating called the ?#eadership @uotientA. It is communicated to all managers that the ?#eadership @uotientA will be one of the main factors used to e aluate them for promotions to upper le el management. Along with this special wor&shops are held for managers to impro e their people s&ills and get the most out of their employees.
E%aluation of Alternati%es:
2. /his option is unli&ely to be effecti e as the only way to change a persons basic attitude and style of wor&ing is to offer incenti es. /he tal& with Sam may lead Alex to belie e that his future in the company is under threat and he may chose to lea e. As the option has limited chances of success and carries a ris& it is re'ected. )hat if the person lea esB
6. /his option is the recommended option. It will ma&e Alex feel as though he has been gi en a new challenge he needs to master. /he fact that mastering the challenge carries an incenti e of growth in the company will further increase the chances of success. /he wor&shops will pro ide the necessary platform for Alex to mo e along the learning cur e.
Plan of Action:
/he ,-. re iew process is to be made fairer. /he methodology for pic&ing re iewers is made randomi(ed so that neither the re iewed manager nor his immediate super isor can affect influence the results. A central database is created to hold results and #eadership "uotient of arious managers and the method outlined in option 6 becomes a process for the companyCdi ision. Is it related to the options deri edB
