Dialogue Essay

Mario Pellegrino is the chief executive officer of The Shamrock-Diamond Corporation for 12 years. Under his direction the company has been profitable and has increased dividends for stockholders while continuously increasing his workforce. He is holding a meeting with his board of directors in order to introduce a proposal for the company. The decision makers in this case are board of directors, which is composed of successful business that didn’t think much about management employee relationships. Before introducing his new proposal Pellergino talks about a seminar he attended.

Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an

1. Jenny Folsom is the manager of a group of marketing specialists. She has good relationships with most of her team except Connie Perez. Jenny is on the verge of letting Connie go. Connie just cannot seem to live up to Jenny’s expectations. Over the past year, Jenny has talked to Connie several times, but Jenny has seen no improvement. Connie believes she is trying to do the things that Jenny asks.

Kerrie Peterson is a general manager for a large fortune 500 financial company called Access. She has a record of achieving several great accomplishments and helping the business grow. Now she has taken on a huge and risky challenge by leading an unpopular cost reduction initiative. All GM’s within the company were asked to cut back on their operating cost and she agreed to fifteen percent. The goal seems realistically possible to her because she believes in herself. However, she is not sure if the senior board members would feel the same. Kerrie scheduled a meeting with the senior management team, so she could inform them about the new changes. The team was not thrilled about it at all. She then stressed the fact that by their department being the largest department they must join this effort to meet the goal for the greater good of the company, (Lester & Parnell, 2007, Case E).

Although things were doing well, I soon faced a large problem. My secretary wasn’t doing his job of keeping track of club meetings; instead, I was the one who did it. I was frustrated. Something had to be done. I discussed it with the other officers, and we decided to give him one more chance. We gave him a warning and told him that if his inactivity persists, he would be impeached from his position. He realized his responsibility and took his job more seriously.

Kerrie knew she had no time to be a mediator or focus on teach adults how to play with each other. She had just been told that timeframe given from her managers were no longer active but it was shortened with a deadline by the end of the year. The meeting started off with bickering from Sam and Tiffany but it ended with Kerrie giving each manager a task and a deadline to report back to her telling how each of their departments can save

I didn’t sleep well that night. For hours, I lay next to Krista, listening to her breathe, totally at peace with her dreams. Me? I stared at the dark shadows on the walls and ceiling, endlessly replaying the day’s events in my mind, scolding myself for asking Gabe Robinson the question that had sparked all the trouble. But as the night wore on, the scolding gradually mutated into something else. I wondered if perhaps the incident had happened for a purpose. What if Robinson was right in attacking the non-confrontational approach to sales that I’d been practicing? It was easy to be turned off by his know-it-all swagger. Just because he was brash and cocky, and wore a garish pinkie ring, didn’t make him wrong, did it? In fact, his results said

The three of them were to discuss the upcoming audit and the earnings announcement and how they would impact the proposed SEO. He rubbed his tired eyes and headed home to get a little sleep. MEETING OF THE ACCOUNTING STAFF: 10:30AM Simon looked up as the divisional controllers, Elsa Pilebody and John Mortenson, came into his office. Elsa worked with Frosty Co.’s fridge and freezer division; John worked with the ice maker and snow cone machine division. So far, Simon had enjoyed working with them, especially since neither of them seemed to resent him stepping in as their new boss. They were both smiling as they came through the door, and their good-natured teasing started almost before they had finished shaking hands. ‘‘Sorry we’re a little late,’’ Elsa started, ‘‘but John had to stop for the last jelly donut.’’ ‘‘I did not!’’ John said indignantly. He looked at Simon. ‘‘It was chocolate.’’ Because of his busy schedule that day, Simon got down to business instead of joining the banter as he normally would have done. ‘‘Thanks for coming by, Elsa and John. We have several issues to discuss before I have to meet with Jane and Doug this afternoon.’’ He paused for a second. ‘‘I’ve spent the past week going over the financial statements. Overall, they look well done, but I need clarification on a few details. To start with, I want to discuss the construction project we began last year.’’ ‘‘That’s our big project at the moment. We’re building a new

The dynamic for small and mid-sized businesses is the same for large-scale businesses. As Joan begins, she must rely on herself leadership and her father for management. However, as Invitation Inc grows, she will bring in younger managers to direct the daily running of the organization while she sets strategic goals and establishes a well-performing team. As a leader, Joan sets the vision, and a manager implements it, making sure those regulations and policies are followed and that employees perform as expected (Gillikin, 2015). Joan’s father, Garret, will stay on as the managing consultant ensuring the day-to-day operations continue smoothly, as well as, ensuring that Joan’s strategic goals are implemented and the staff that has been on board for 25 years will embrace the new change.

After working for Beverly for a couple of years — a boss with a particularly hands-off attitude and fond of delegating many of her job responsibilities — Bob became very accustomed to her leadership style. However, now he has found his once gratifying job undesirably challenging after Beverly was promoted and George acquired her position. George’s

Thud, thud. Thud, thud. The pounding heartbeat drowns out the sound of whirring printers and chatting co-workers. A click of a mouse opens the email that can make or break the fragile web of image of her prized client. Glossed lips press together and a heel taps on the ground as french tipped nails fly across the keys. Three private meetings, five public meetings, and two photoshoots line up as if she was parting the Red Sea. She emails the head assistant to her boss to tell her what needs to be done and the times that are currently held and can be moved if needed. This woman is the leader of all of her VIP boss. His income has multiplied fifty times since she joined his team. Like a piece of granite under the hands of a skilled sculptor,

?A Nice Manager? case study is about the Chisum Industries? ready to promote within the company. The middle-level management can be promoted to top management. The top management team consist of six members Chisum, Jacobson,. Ivey, Hughes and Kennedy (Daft, 2014, p.487). The top management team is having an open discussion about potential candidates to run the San Antonio office. Harry is a middle level manager (Daft, 2014, p.487) who is being considered for Dallas interviews. In the discussion, Harry?s management skills are being discussed within the top management meeting.

He has very aggressive growth goals for next year—maybe more than the market data warrant. You’ll have to manage that. He’d also expected to choose the new senior marketing specialist—and he would not have chosen you.” She paused. “I need you to do better than your best.”

The 28th April 2016 at 2pm I went out from a yet another “unbelievable” meeting with the recently appointed Managing Director (the MD) and the HR Director (the HRD). I was perplexed about the content, full of doubts about the MD’s ability to lead our fast growing company and astonished about the tone of the half-hour meeting.

Jim is currently under supervising his attendees (Situational leadership II, 2000). He has delegated their participation in the seminar to them. The managers have not bought in to the concept and need to be “sold” on the utility of the program (Chamberlin, 2013).