Managing Up (A): Grace
(5 pages of text)
Two employees at 8SK Consulting, a major firm with 800 staff in five divisions, need to find a way to manage their leader effectively. A junior hire who is ready to take on more responsibility in order to advance her career is frustrated – although her leader has previously played an important role as her mentor and guide in the company, he now seems to be in the way of her promotion to more important positions. A senior quality specialist wants to refuse an offered team leader role, because of family concerns, but is worried how that may disappoint her boss and how it might affect not only hers but his career. How can these employees effectively and proactively manage a leader in order to reach personal and career goals? Can be used with 9B15C025
The case can be used effectively at both undergraduate and graduate levels in courses or modules on organizational behaviour, communication, employee relations, human resources, power, politics, leadership, job satisfaction, negotiation, interpersonal skills, career development, attitudes and perceptions. Its objectives are:
- To become aware of the career stages of both employees and leaders in order to determine and meet the various needs associated with each stage.
- To assess the relationship of mutual dependence between leaders and employees and to gain an awareness of how employee actions can directly and indirectly affect leader outcomes.
- To identify and deal with different decision-making styles in order to become more effective.
- To learn about “i-deals,” the idiosyncratic, mutually beneficial agreements that are individually negotiated by employees with the leader.
- To understand the importance of frequent and candid communications between leaders and employees.
Professional, Scientific, and Technical Services
Canada, Large, 2015
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