You may also find this case split into A, B, and C cases. Ned was upper level middle supervisor in a leading construction company. Six months priorly, he was hired away from a competition to develop the business market in the fast-growing southeast region. The major challenge was not with the market, but with his manager, Bill, Southeast Regional Director, as it turned out.
The case describes the experience working with Bill about how to handle the scenario and Ned's evaluation of Ned. Besides a meeting with Bill which did not yield any progress, Ned chose to approach John, the business president, about the negative impact that the behaviour of Bill was having on constructing the Southeast Region. No actual changes produced by the conversation together with the company president. Ned fought with whether to continue raising issues about the effect of Bill's activities on both business growth and workers or just resign.
PUBLICATION DATE: August 20, 2012 PRODUCT #: OB85-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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