case study
Just after 2 months out of training you were assigned to the department as a Floor Manager in More
Mega Store, Indore. After in-processing with the store, you sit down with Logistics Manager, Mr.
Sumeet, and relay your lack of experience and uncertainty about the job. “Sir, I was open to anything the
company handed me,” you said, “but floor management in Indore wasn’t even close to being on my
dream sheet. How am I going to lead if I don’t even have the skills to tell people how and what to do?”
Mr. Sumeet repiled, “As a Floor Manager you should be ready to lead anywhere and anytime you are put
into a position, no matter what training you’ve had. Don’t worry about it though--you’re going to be the
Floor Manager for More Mega Store under the eyes of Mr. Dayanand, the Store Manager.”
After 9 months on the job, Mr. Dayanand tells you he is leaving in 2 weeks for Delhi as he got promoted
and will be handing the Indore region over to you permanently. You shudder at the thought but quickly
remember what Mr. Sumeet had said about managers leading anytime and anywhere.
You take the job head-on, using the same techniques Mr. Dayanand applied to lead the store. For some
reason, the 15 personnel under your supervision randomly disregard your orders and quickly fall behind
on the store maintenance schedule. Mr. Sumeet calls you into his office one day to discuss the decline in
morale and store effectiveness.
You begin to think about the situation and the variables at hand and say, “I’m a store manager with
some job knowledge, I’ve already sat down with the staff members and told them what I expect from
them--just to let them know who’s boss. I take care of tasks they should be doing to show I care about
them, I give each member as much required time as needed; I don’t nag them about accomplishing their
jobs because that would be considered micromanagement, and I even give them leeway with mistakes
by not reprimanding or correcting them. I thought they would like me for being down to earth and joking
around with them. What the heck am I doing wrong?”
QUESTIONS:
1. Given this scenario, what have you been doing wrong as a leader?
2. If you were the Logistics Manager of this organization, what would you do with the Store
Manager?
Answers
Answered by
2
Mistakes in leadership
Explanation:
- You have been doing wrong is showing your employees who is the boss. You cannot be the boss just by stating, "I am the boss". Yes, indeed it is good to give chances to people if they make a mistake. But there is a difference between guiding people and doing their work for them.
-You need to earn their respect as a leader. You must have the self confidence and motivation to lead. Do not let the employees find out that you are afraid. Make sure they find out that those who do a good job will get rewards and those who don't try will be punished. Job security works as a good threats to make sure that people take you seriously.
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