Chapter 2: Managerial Traits and Skills
Susan Thomas is the vice president for human resources at National Products, a manufactuting company in Australia with 500 employees. The company has an opening for a general manager in one of its product divisions, and the president asked Susan to review the backgrounds of three depaltment managers who are interested in being promoted 10 this position. She is expected either to recommend one of the three internal candidates or to begin recruitment of external candidates. The internal candidates are Ch~lrley Adalns, Bill Stuart, and Ray Johnson. The following information about each candidate was obtained from performance records, interviews with the candidates, and discussions with the ...view middle of the document...
" It is important to Charley to be liked and appreciated by people in the organization. Charley comes from a cultural background emphasizing the importance of close family ties. He holds frequent Sunday dinners at which the entire Adams dan gathers for an afternoon of swimming, cricket, eating, and singing. On Saturdays, Charley likes to play golf with friends, including some of the other managers in the company. Charley wants his department to have a good performance record, but he is reluctant to jeopardize relations with subordinates by pushing them to improve their performance beyond current levels, which he believes are adequate. When Charley gives out performance bonuses to subordinates, he usually tries to give something to everyone,
Bill Stuart has been the manager of an engineering department for 3 years. He was promoted to that position because he was the best design engineer in the company and was ambitious to further his career by going into management. At the time, Bill had Iirtle understancling of what the job would be like, but he saw it as both an opportunity and a challenge.
Bill grew up as somewhat of a loner. He still feels awkward around people he doesn·t know well, and he dislikes social functions such as cocktail parties and company picnics. As a design engineer, Bill preferred as&igrunents where he could work alone rather than team projects. He Ls impatient with hure,lUcratic authority figures, and he is critical of wrporate polides that he legards as too restrictive. Bill geLs along well with his present boss, because he is left alone to run his engineering group in his own \vay, Bill Hke