Smart Style Salons

Jamika Westbrook takes pride in her position as salon manager for

SmartStyle Salon, one of six local hair salons associated with a large retail
store chain located in the Southeast and one of five chain store groups
under the Gold Group umbrella. She oversees a staff of 30, including
hairdressers, a nail technician, receptionists, shampoo assistants, and a
custodian. She enjoys a reputation as a manager who works very hard and
takes care of her people. Hairdressers want to work for her.
Following the salon’s new-hire policy, Jamika began as a shampoo
assistant and quickly became a top hairdresser in the company through a
combination of skill, a large and loyal client base, and long hours at work.
In 2007, retiring manager Carla Weems hand-picked Jamika as her
successor, and the board quickly approved.
Initially, the salon, located in a suburban mall, managed a strong,
steady increase, holding its position as one of the corporate’s top
performers. But economic woes hit the area hard, with increases in
unemployment, mortgage woes, and foreclosures among current and
potential customers. As families sought ways to save, the luxury of regular
visits to the hair salon was among the first logical budget cuts. The past
year has reflected this economic reality, and Jamika’s salon saw a sharp
decrease in profits.
Jamika’s stomach is in knots as she arrives at the salon on Monday.
Scheduled to fly to Atlanta the next morning for a meeting at corporate,
she fears potential staffing cuts, but more important, she fears the loss of
opportunity to secure her dream job, replacing the retiring manager at
Riverwood Mall, the top-performing salon located in an upscale area of the
city.
Distracted, Jamika walks past the receptionist, Marianne, who is
busily answering the phones. Hanging up the phone, Marianne tells Jamika
that Holly and Carol Jean, two popular hairdressers, called in sick, and
Jamika now has to reschedule their clients. Jamika had denied their earlier
request to travel out of town to attend a concert, and her irritation is
obvious. She orders Marianne to call both women and instruct them that,
when they return to work, they are to bring a doctor’s statement and a
copy of any prescriptions that they were given. “They had better be sick!”
Jamika shouts as she enters her office, slamming the door more forcefully
than she intended. Startled employees and early-morning customers hear
the outburst, and, after a momentary pause, they resumed their activities
and quiet conversation, surprised by the show of managerial anger.
Jamika knows she has let Holly and Carol Jean get away with unwarranted
absences before and worries that she will do it again. She needs every
head of hair that they can style to help the salon’s profit.
Jamika takes a deep breath and sits at her desk, turning on the
computer and checking e-mails, including one from the group manager
reminding her to send the salon’s status report in advance of tomorrow’s
meeting. She buzzes Marianne on the intercom to request final figures for
the report on her desk by 1:00 p.m.
Picking up the phone, she calls Sharon, a manager at another Smart
Style salon. “I really lost my cool in front of everyone, but I’m not
apologizing,” Jamika admits, adding that she wished she had the guts to
fire both stylists. “But this is not the day for that drama. I’ve got that
report hanging over my head. I have no idea how to make things look
better than they are, but I have to come up with something. Things look
pretty dismal.”
Sharon assures her that she did the best she could dealing with two
“irresponsible” employees. “What will you do if they show up tomorrow
with no doctor’s statement?”
“I don’t know. I hope I scared them enough so that they’ll come in with
something.”
“I know you’re worried about the report and the effect it might have on
the Riverwood job,” Sharon says. “But everyone knows you can’t control
the economy and its effect on the business. Just focus on the positive.
You’ll be fine.”
At 10:30, as Jamika struggles to put the best possible spin on the
report, she is paged to the receptionist desk to speak to an angry
customer. “Another interruption,” Jamika fumes to herself. Just then, the
door opens and top stylist/assistant manager Victoria Boone sticks her
head into the office.
“I know you’re busy with the report. I’ll handle this,” she says
enthusiastically.
“Thanks,” Jamika replies.
No sooner has she handed off the irate client to Victoria than she
second-guesses the decision. In addition to her talents as a hairdresser,
Victoria had experience as the manager of a successful salon in another
city before moving to the area. Recognizing her organizational and people
skills, Jamika promoted Victoria to assistant manager soon after her
arrival. Now each “I’ll handle this” remark by Victoria convinces Jamika
that her assistant manager is positioning herself as a potential rival for the
Riverwood job. Jamika appreciates her enthusiastic attitude, but she’s also
trying to limit her opportunities to lead or appear too competent before
staff, customers, and company officials. Jamika finds herself wanting to
hide Victoria’s competence, and she has condescendingly reminded
management that Victoria is a “great help to me.”
Now, thinking of Victoria’s cheerful “I’ll handle this,” Jamika rises
from her desk and marches to the door. No, Jamika thinks, I’ll take care of
this personally.
Questions
1. Prepare an executive summary.
2. What positive and negative managerial characteristics does Jamika
possess?
3. How do these traits help or hinder her potential to get the top
position at the Riverwood Mall salon?
4. How do you think Jamika should have handled each of the incidents
with Marianne? Holly and Carol Jean? Victoria?

“What’s Wrong With the Team?”

Nichole Dyer’s words repeated over and over in Henry Rankin’s head as
he boarded the plane from Los Angeles to Chicago.
Rankin is responsible for the technical implementation of the new
customer relationship management (CRM) software being installed for the
sales offices in both cities. The software is badly needed to improve
follow-up sales for his company, Reflex Systems. Reflex sells exercise
equipment to high schools and colleges, as well as to small to mid-sized
businesses for recreation centers, through a national force
of 310 salespeople. The company’s low prices have won a lot of sales;
however, follow-up service is uneven, and the new CRM system promises
to resolve those problems with historical data, inquiries, reminders, and
updates going to sales reps daily. The CEO of Reflex has ordered the CRM
system installed with all possible haste.
Rankin pulled a yellow pad and pen from the side pocket of his
carry-on bag and tossed them on the seat beside the window, stashed the
bag in the overhead compartment, and sat down as other passengers filed
past. In an effort to shut out his thoughts, he closed his eyes and
concentrated on the muffled voices and low whooshing sound of the air
vents. He wrote “What’s wrong with the team?” three times and began
drawing arrows to circles bearing the names of his team members: Barry
Livingston and Max Wojohowski in L.A., and Bob Finley, Lynne Johnston,
and Sally Phillips in Chicago.
He marked through Sally’s name. She had jumped ship recently,
taking her less-than-stellar but still-much-needed talents with her to
another company. It was on a previous LA-to-Chicago flight that Sally had
pumped him for feedback on her future with Reflex. She had informed him
that she had another job offer. She admitted it was for less money, but
she was feeling under pressure as a member of the team and she wanted
more “quality of life.” Rankin told Sally bluntly that her technical
expertise, on which he placed top importance, was slightly below her
peers, so future promotion was less likely despite her impressive people
and team skills.
He wrote “quality of life,” circled it, and then crossed it out and
wrote “what the hell?” “Why should she get quality of life?” he mused.
“I’ve barely seen my wife and kids since this project started.” Rankin’s
team was under a great deal of pressure, and he had needed Sally to stick
it out. He told her so, but the plane had barely touched down when she
went directly to the office and quit, leaving the team shorthanded and too
close to deadline to add another body.
What’s wrong with the team? Rankin furiously scribbled as his thoughts
raced:
(1) The deadline is ridiculously short. Dyer had scheduled a ten-week
completion deadline for the new CRM software, including installation and
training for both cities.
He suddenly stopped writing and drew a rider and horse, then returned to
his list.
(2) I feel like some frazzled pony-express rider running back and forth
across the country, trying to develop, build, set-up and work the kinks out
of a new system that everyone at Reflex is eager to see NOW.
He was interrupted by the flight attendant. “Would you care for a drink,
sir?”
“Yes. Make it a scotch and water. And be light on the water.”
Rankin took his drink and continued to write.
(3) Thank God for LA. From the outset, Barry and Max had worked
feverishly while avoiding the whining and complaining that seemed to
overwhelm members of the Chicago team. The atmosphere was different.
Although the project moved forward, meeting deadlines, there appeared
to be less stress. The LA guys focused tirelessly on work, with no families
to consider, alternating intense work with joking around. Those are my
kind of people, he thought.
(4) But there is Chicago, he wrote. Earlier in the day, Sam Matheny from
sales had e-mailed, and then called, Rankin to tell him that the two
remaining members of the Chicago team appeared to be alternating
between bickering and avoiding one another. Apparently, this had been
going on for some time. “What’s with that?” Rankin wondered. “And why
did Sam know and I didn’t?” So that morning, before his flight, Rankin had
to make time to call and text both Finley and Johnston. Finley admitted
that he had overreacted to Johnston.
“Look, man. I’m tired and stressed out,” Finley said. We’ve been working
nonstop. My wife is not happy.”
“Just get along until this project is completed,” Rankin ordered.
“When will that be?” Finley asked before hanging up.
 Rankin thought about Nichole Dyer’s persistent complaints to him
that the team appeared to have a lack of passion, and she admonished
him to “get your people to understand the urgency of this project.” Her
complaints only added to his own stress level. He had long considered
himself the front-runner for Dyer’s job when she retired in two years. But
had his team ruined that opportunity? The sense of urgency could be
measured now in the level of stress and the long hours that they had all
endured. He admitted his team members were unenthusiastic, but they
seemed committed.
Rankin wondered, “Is it too late to turn around and restore the level of
teamwork?” He tore off the sheet from the pad, crumpled it in his hand,
and stared out the window.
Questions
1. Prepare an executive summary.
2. How would you characterize Rankin’s leadership style? What
approach do you think is correct for this situation? Why?
3. What would you do now if you were Rankin? How might you awaken
more enthusiasm in your team for completing this project on time?
Suggest specific steps.
4. How would you suggest that Rankin modify his leadership style if he
wants to succeed Dyer in two years? Be specific.

Cases taken from the book: Management (12th Edition) by Richard L.Daft, Cengage
Learning.
Guidelines:
1. Answered cases should be submitted in hard copy with clear and legible
handwriting. Use A4 white sheets for writing the case analysis. If legibility is
missing, it will not be considered for evaluation and zero marks will be awarded.
2. Last date to submit the answered cases is: 3 rd June 2024. After the last date
assignment will not be accepted. Completing and arranging the hard copies is the
sole responsibility of the concerned student.
3. Each case is for 10 marks.
4. References should be given for the information used from outside sources.
 5. The following is the evaluation criteria. (since there is no oral presentation to the
audience, the marks allotted for that section will be given for the quality of
Communication skills exhibited.

Notes:
 There is no specific number of pages to submit. There should be
justification for the case.
 Please refer the evaluation criteria while analysing the case and
deciding the length of the analysis for each question.