See OB85 Dealing with a Toxic Manager for an enlarged form of the full case. A Case: Ned was an upper middle manager in a leading construction organization. Six months priorly, he was hired away from a rival to construct the business marketplace in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the important challenge was not with the marketplace, but with his supervisor, Bill, Southeast Regional Director.
The A case describes the experience working with Bill about the best way to handle the scenario and Ned's investigation of Ned. B Case: After a meeting with Bill which did not afford any improvements, Ned chose to approach John, the company president, about the negative impact that the behaviour of Bill was having on assembling the Southeast Region. The B case covers Ned's discussion together with the business president, Bill's subsequent conduct, and new issues that arose in the regional office. C Case: Ned fought with whether to continue raising the impact of Bill's activities and also problems about Bill on workers and both business growth or simply resign. Case C covers the consequences of his actions on others, as well as Ned's determination, his strategies for rolling out that decision.
PUBLICATION DATE: August 20, 2012 PRODUCT #: OB85A-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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