See OB85 Dealing with a Hazardous Boss for an expanded form of the full case. A Case: Ned was an upper middle manager in a leading manufacturing organization. Six months priorly, he was hired away from a opponent to evaluate the business's marketplace in the fast-growing southeast area. He was delegated to Atlanta to grow that business. As it turned out, the important confrontation was not with the market, but with his manager, Bill, Southeast Regional Director.
The A case depicts the experience working with Bill about the best way to handle the scenario and Ned's analysis of Ned. B Case: After a meeting with Bill that did not afford any developments, Ned chose to approach John, the business president, about the negative impact that the behavior of Bill was having on building the Southeast Region. The B case covers Ned's discussion together with the company president, Bill's subsequent behaviour, and new problems that appeared in the regional office. C Case: Ned struggled with whether to continue raising issues about Bill and also the impact of Bill's activities on employees and both business growth or just resign. Case C covers Ned's verdict, his strategies for rolling out that selection, and also the consequences of his actions on others.
PUBLICATION DATE: August 20, 2012 PRODUCT #: OB85C-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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