This case is split into A, B, and C cases. See OB85 Dealing with a Hazardous Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months earlier, he was hired away from a competitor to develop the business's market in the fast growing southeast region. He was assigned to Atlanta to grow that company. The important challenge was not with the market, but with his boss, Bill, Southeast Regional Director, as it turned out.
The A case illustrates the experience working with Bill and Ned's investigation about the best way to handle the situation of Ned. B Case: After a meeting with Bill that did not yield any advancements, Ned chose to approach John, the business president, about the negative impact that Bill's behaviour was having on assembling the Southeast Region. The B case covers the discussion with all the company president, Bill's subsequent conduct, and new problems that arose in the regional office of Ned. C Case: Ned struggled with whether to continue raising problems about Bill along with the effect of the actions of Bill on both company growth and workers or just step down. Case C covers Ned's conclusion, his plans for rolling out that decision, and also the implications of his actions on others.
PUBLICATION DATE: August 20, 2012 PRODUCT #: OB85B-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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