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Case study on 'Roles Of Manager'
Bob has recently been made the Manager of a work group of nine staff in the procurement department. Although an internal promotion, Bob has come from another department, replacing Joan who managed the team for seven years. Joan was liked by all. She was quite 'laid back' in her approach and style: the whole team's approach to time management and administration is below standard and have been poor quality for quite some time. These two issues were specifically mentioned to Bob when he was being interviewed to take over Joan's position. Bob would be expected to make these a priority area to address.
Bob won the position ahead of three other applicants who are from within the department. He can sense some resentment as he knows he's an 'outsider'. Steve, one of the applicants, is quite annoyed and his behaviour is showing it; he's been avoiding Bob, being unhelpful and less communicative since Bob started in the new role 2 weeks ago. The other two applicants have been more helpful even though it's obvious they are disappointed in not winning the role.
Bob's first two weeks have been consumed with getting to know the team and how the department operates. He's been directed to make suggestions for improving the productivity and efficiency of the department. He's also been asked to recommend where costs can be reduced.
As this is Bob's first time as a Manager he is, understandably, nervous yet keen to succeed.
( Questions )
1. How can Bob achieve the success in his new role and what problems do you see he may face along the way?
2. What immediate actions can Bob take?
3. Over the next 3 months, what can Bob do to work towards a productive and effective department?
4. How can Bob will be reduce the cost of production?