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Management Case Analysis

The scenario In case C presents a dilemma for the manager David, in which he needs to determine essentially whether the greater good of the business unit should outweigh the promotion of one of Its key members. This Is rather ironic due to the fact that managers typically have more difficulty Identifying promotional opportunities for their employees than Impeding them. David Is under significant pressure to perform and the obstacles are stack against him, poor market situation, safety issues at the plant, and rising fixed costs.

The article, “When to Reward Employees with More Responsibility and Money,” states that more than often managers feel responsible for finding their employees the next career opportunity. Mangers should foster progression and skill development of their employees within the work environment; however should this be secondary to the overall health of the business unit or organization? Davit’s task is certainly an arduous one. This is his opportunity to prove to upper management that despite his age, he is capable enough to successfully manage his sales team.

Furthermore, David implements the correct Annihilative by assigning the project to the business development engineer Initially. This decision yielded positive results and the case clearly presents the business development engineer

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as an Integral factor. The business development manager’s talent does not go unnoticed and shortly after he is offered a position two levels higher than his current role with a significant salary increase. This is a managerial success, considering David properly developed his employee for future opportunities; however performance of the business unit will foreseeable decline with the loss of its key member.

It is suffice say that David will need think creatively to transcend his “rock and a hard place” situation. The article, “When to Reward Employees with More Responsibility and Money,” outlines challenges managers face and their corresponding solutions, the foremost being alternative forms of motivation, having to say no, and Job sculpting to prepare employees for the next step. These examples permeate the case study, In which David must construct a viable all-encompassing strategy. The key take-away Is that employees can be motivated by factors other than money.

In fact an over reliance on money as a motivator could result in an organization’s culture becoming transactional and calculated. Also, Job sculpting sets realistic expectations regarding position related responsibilities for employees who want to take the next step, but currently lack the experience or skill set. David should not be deterred by the budgetary constraints ND view this scenario as an opportunity to execute an innovative method to satisfy all parties, without affecting production or the bottom line.

The case only proposes two options for David, to let the business development engineer to move on or to block his promotion. We are proposing an alternative third option. David could plead his case to the hiring manager that the business development engineer will be needed until year end, simultaneously enabling the quota to be reached and affording the account manager time to be trained. As the article suggests, David loud create a hybrid role for the business development engineer to supervise the the process.

Additionally, the business development engineer could use this time to take on some his new duties to appease the hiring manager and acclimate himself to his new position. Furthermore, this recommendation could result as an extrinsic reward to the business development engineer and account manager, buy conveying the message that they are both essential to the future success of this business unit and are both provided the opportunity to further develop their skills.

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