Omar Salama 12 E Mr Karim Wassim 15/11/2018 Management Case Studies Mary Roberts had been with the company three years when she was promoted to manager of the tax department which was part of the controller’s division

Omar Salama
12 E
Mr Karim Wassim
Management Case Studies
Mary Roberts had been with the company three years when she was promoted to manager of the tax department which was part of the controller’s division. Roberts started with the company when she graduated from college as an accounting major. She entered the organization as a management trainee, and during the one-year program she demonstrated considerable leadership ability as an informal leader her peers. Mary also impressed many senior managers in the company with her sense of responsibility and her willingness to work hard. All of her training assignments were completed on time with considerable skill for an inexperienced person. Since she was very interested in tax accounting, Roberts was assigned to the tax department to be developed further as staff accountant. Within four months she became a supervisor of ten staff as a staff accountants to fill a vacancy created by an unexpected early retirement. Her superior believed her to be the most qualified individual to fill the position even though others in the department had more experience in tax accounting. None, however, demonstrated leadership ability or the commitment to work that Mary possessed. The tax department manager was promoted to fill a vacancy in the financial planning department eight months later, and he recommended to the controller that Mary Roberts be promoted to fill the position he was leaving. He mentioned that her work was excellent and that she was a very effective supervisor. The tax department had 45 including 3 supervisors, 10 clerical employees, and 3 typists. Several people in the department were senior personnel with 10 to 30 years of experience in tax work. Some of these were more technically knowledgeable in taxation than Mary. There was some resentment in this group that so young a person was made a department head, and three of these people were particularly upset because they desired the promotion and felt they deserved it. What made them even more upset was the fact that the tax manager did not discuss the promotion with them.

What can Mary Roberts do about the resentful senior employees?
Mary should handle this head on she ought to be immediate and self-assured about her desire and when individuals are going too far which implies that she should be clear with individuals when their conduct doesn’t meet her principles.
Can higher management do anything to help Roberts make the transitions to greater responsibility?
Yes, since they are the people who placed her in that position and obviously will help Mary as far as managing it.

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Will her lack of technical knowledge hinder Mary’s managerial effectiveness?
No, in light of the fact that lacking on a few viewpoints on specialized learning can’t bankrupt or decimate an organization as long she can confront and acknowledge disappointments.

Should Mary’s superior have discussed the promotion with the senior employees before announcing it?
No, because it’s not their commitment to talk about it with the representative on advancing somebody in light of the fact that the higher administration picks who merits it.

Could some of the resentment be based on the fact that Mary Roberts was a young woman?
No, because of the fact that as long as she adores the activity, she won’t encounter disdain.

Should she have turned down the promotion to gain more technical experience?
No, because of the fact that she met all requirements for the position and that numerous higher chiefs trusted that she had the authority capacity and duty in her work for such a position.

Can a person turn down such promotion without hindering her career in the company?
Yes, as long he is genuine to his choice however not due to the disdain of the senior work force.

Leo Harris, one of your assistants in a fire insurance company, is in charge of a group of clerical workers who review changed policies, endorsements, and riders, calculate commissions, and maintain records. He is very meticulous, and everything coming out of his group is perfect. He does not delegate authority and responsibility but rechecks in detail all the work turned out by his group. He keeps turning back to them careless and inaccurate work until it is perfect. As a result, he is busy from early morning until late at night doing detail work and neglecting his role as supervisor. His workers have figured him out and are taking it easy. They do slap-dash work and correct it as often as he returns it. You are afraid that Harris is overworking and heading for a nervous breakdown. You have told him in general terms to delegate authority and responsibility and to discipline his group. He says that you just can’t find people any more who have pride in their work or concern for the company and that if he fires any of his people or they quit the replacements would probably be worse.

What are some of the reasons why people do not delegate authority and responsibility?
They are anxious about the possibility that that the work that they are doing may be a disappointment and that they need to recheck and re-try it once more.

What are Harris’ responsibilities as a supervisor?
As a chief, Harris have the everyday obligations and he should watch or watch the representative execution to guarantee that all actions are done as per particular and due date.

Which can he delegate?
He can delegate (Maintain supervisory control) since delegation isn’t the relinquishment of errands. As a leader, you are still eventually in charge of your activities and decisions; subsequently time ought to be put aside to watch and meet with the subordinate for finish and survey of the appointed zones.

How should he go about delegating them?
He should choose the assignment to be appointed and coordinate it to the best possible individual. Delegation isn’t the task of routine errands to any individual who happens to be accessible, there is a need to survey qualities, shortcomings and past encounters and after that coordinate them with undertakings that will use their qualities and experience.

What are some of the leadership characteristics that Harris lacks?
He needs attributes like inability to impart to individuals who don’t appear to get it in light of the fact that the leaders are always flummoxed by them, by then authority and interchanges issue happen. Extraordinary leaders can impart successfully crosswise over mediums, supporters, and conditions. They are attentive people, liquid masterminds, it’s about them. Any leader is just on a par with his or her group’s craving to be driven by them. Genuine leaders assume the fault and give the credit.

How can you go about developing them in him?
Developing these leader characteristics in anyone is not comparing yourself with others, not concentrating on weaknesses while concentrating on strengths, partnering with others to get rid of your weaknesses and using failure as motivation.