Totally Incompetent Manager - Essay Example

?Bruce Smith is a Totally Incompetent Manager Managers are concerned with the creation of an environment for performance. They integrate tasks, structure, technology, resources and people into a productive configuration. Managers plan, organize, lead or direct and control, consistent with the Henri Fayol’s contention. In the end, managers achieve goals through the efforts of other people. They have to influence the behavior of their subordinates in order to get things done. This requires an understanding of technical and interpersonal skills, as well as other concepts, including roles described by Henry Mitzberg, to be considered an effective manager in the workplace. The essay hereby proffers theories and concepts that aim to evaluate Bruce Smith’s performance as a manager of the Printery Section of Paper Partners, a small printing firm located in regional Queensland, owned and managed by Paul Southey Case Background Paul Southey is currently in a dilemma in terms of providing an appropriate evaluation for Bruce Smith, the Printery Manager of his firm, Paper Partners. As a manager, Smith’s subordinates rate him as exemplary and provided positive ratings. However, as a colleague and a co-manager, Smith was rated as a nightmare to work with, rude and with utter disregard of the other sections of the company. When confronted with his behavior, Smith admitted his primarily focus on his Printing section with minimal regard to the sales or packaging sections. In this regard, Southey needs to evaluate his behavior and determine the best course of action to solve the problem. Is Smith really an incompetent manager, as contended by other managers of other departments? Or is Smith an effective manager but a poor colleague? Definition of Terms To support one’s arguments that Bruce Smith is considered a totally incompetent manager, one needs to qualify the definition for incompetence. The online dictionary defines incompetence as “the quality or state of being incompetent; want of physical, intellectual, or moral ability; insufficiency; inadequacy; as, the incompetency of a child hard labor, or of an idiot for intellectual efforts” (Webster, 1913). The term identifies insufficiency in qualifications. According to Alaspa (2008) in his article entitled Identifying incompetence,” Margaret Heffernan has assembled this list of the ten habits of total incompetence, to wit: (1) an inability to act; (2) failure to divulge crucial concerns; (3) oversensitivity; (4) refusal to deviate from procedure; (5) preference for weak candidates; (6) focusing on minute tasks; (7) inability to comply with deadlines; (8)lack of recruitment skills; (9) reliance on consultants; and (10) work the longest” (Alaspa, 2008, pars. 2 – 11). The list however, identified habits or patterns of behavior that one has been accustomed to do. In analyzing the insufficiency of a manager to categorize him as totally incompetent, one needs to evaluate not only one’s technical skills, but interpersonal skills, as well. Robbins, et.al. (2008) averred that managers, to be effective, need to perform functions of planning, organizing, leading and controlling (p.5) and assume ten roles grouped into interpersonal relationships, transfer of information, and decision-making (pp.5 – 7). Using these concepts, Smith’s performance can be evaluated first as a manager, using the comments from his subordinates and identifying the functions or skills manifested in the theories provided in various literatures. After which, Smith’s performance will also be evaluated as a colleague. Evaluation of Bruce Smith as a Manager The comments of Smith’s subordinates are enumerated and summarized, and the following managerial functions and skills manifested are identified as follows: SUBORDINATES COMMENTS MANAGER’S FUNCTIONS/SKILLS Nella McDonald Great to work for; gives Interpersonal skills (leader) credit for ideas and motivates Stephen Dye Good leader and problem Interpersonal skills (leader) solver Decisional (disturbance handler) Alex Brown Gives training and support; Interpersonal skills (leader) Confronts them when Decisional (disturbance handler) performance is unsatisfactory Leonard Best Monthly awards morning Interpersonal skills (leader) tea to reward outstanding job Lauren Potter Great mentor; has links Informational (Monitor) with the industry Decisional (entrepreneur, resource allocator) From the summary, it can be deduced that Bruce Smith is an effective manager in terms of exhibiting exemplary interpersonal skills manifesting leadership skills, decisional skills as problem solver, and his ability to stay on top of things in the external environment, particularly on printing developments. His ability to motivate his employees earned him respect and the satisfaction of his subordinates through rewarding of their outstanding performance. Evaluation of Bruce Smith as a Colleague CO-MANAGERS COMMENTS MANAGER FUNCTIONS/SKILLS Helen Davis, Sales Fantastic networks; abreast Informational (monitor) with technological changes Failure to inform sales; Incompetence in Decision making skills Undercutting prices without (resource allocator) consultation Mike Willesee, Rude and abrupt; Incompetence in Informational skills Packaging & Delivery too busy to meet them; (disseminator) On the contrary, Bruce Smith is a terrible co-worker. His utter disregard for other employees within the organization makes him incompetent in exhibiting informational and decision-making skills requiring consultation from colleagues. His failure to consult, coordinate and inform other managers of the organization makes him incompetent or insufficient in terms of internal liaison relationship (Robbins, 2008, p. 7). The fact that he undercuts prices without prior consultation with the sales section makes him incompetent or insufficient in decision-making skills. Martires & Fule (2000) cited Mintzberg’s identification of essential leadership skills, of which peer skills (the ability to establish and maintain a network of contact with equals) and information-processing skills (the ability to build networks, extract and validate information and disseminate information effectively) are part of skills needed to become an effective leader (Martires & Fule, 2000, p. 157). Bruce Smith could be an exemplary manager of the Printery Section, but he is an incompetent colleague and employee of Paper Partners, in general. Alternative Courses of Action After having identified Bruce Smith assessment of his behavior as manager and as a colleague of the organization, Paul Southey, as owner and manager, needs to consider the following alternative courses of action, to find a solution for his dilemma: 1. Status Quo or doing nothing is always an alternative. Pros: The move could be beneficial for Bruce Smith and his team in terms of retaining equilibrium and no pressure in terms of doing nothing. There would not be any cost or conflict in terms of pressure imposed on Smith or in employees in the section, in this regard. Cons: Southey could let things remain as they are and face the possible consequences of gaining more conflict in terms of dissatisfied managers from other sections. This could cause a decline in morale and productivity in the whole organization in the long run. 2. Confront Smith and lay down the cards with appropriate sanctions. This alternative would necessitate an explanation of Smith behavior in terms of influencing and affecting other sections and managers of the organization. He must be reminded that as manager of the Printery section, he is part of a team. Whatever actions or decisions made within the Printery section should not be made in isolation without due regard and respect for other managers of other sections because they all form part of the organization with a common goal. As a manager, he must be reminded that he is actually a subordinate to Southey, who has the responsibility to ensure that there are smooth interpersonal relationships among all managers of the organization; otherwise, his competency, as manager, would be compromised. Southey must review his policies on behavior of managers in terms of interpersonal relationships and the degree and level of communication, coordination, and networking needed towards the accomplishment of organizational goals. Sanctions must be imposed for refusing to collaborate with other managers, as seen needed; especially when one manager’s actions or decisions could cause losses for the organization in the short or long term. Pros: This alternative would be beneficial in terms of providing honest and appropriate information to Bruce Smith regarding his role in the organization. His exemplary performance as a manager should be noted, and even commended, as it motivates his subordinates to perform well. It would be in the best interest of the organization to reward and recognize Smith for this outstanding performance as a leader and manager of his section. However, it should be emphasized to him that he is part of an organization where team work and collaboration are needed for smooth implementation of operations. It is expected that he should consult with other managers, especially in terms of pricing and other marketing strategies that would affect relationships with customers and other stakeholders. He must be reminded that there are sanctions to be imposed for refusing to coordinate, collaborate and work as part of a team. Cons: The alternative could possible irate Smith and could consider other employment possibilities. This could be addressed by according Smith with incentives which are greater than what competitors could accord. 3. Fire Smith and hire a new manager for the Printery Section. If Smith refuses to change, there is always the alternative of firing Smith and hiring a new one or promoting one from the Printery section. Southey must realize that the success of the organization depends of a smooth interpersonal relationship among all sections in general. Despite Smith’s effective interpersonal skills as a leader and manager of the section, he is an inefficient team member of the organization, as a whole. His refusal to work collaborately with other managers would eventually be disadvantageous for the morale of other managers in the organization. Likewise, by allowing him to behave that way, the integrity of Southey, as owner and manager of the organization would be compromised in terms of his own effectiveness as a manager and leader of the organization. Pros: The problem on Bruce Smith would be solved by hiring a new manager for the Printery section. Cons: The decision could possible cause a stir and discord in the employees of the Printery Section, who expressed their admiration and respect for Smith. This could be addressed by calling a general meeting to explain the rationale for firing him despite giving him the chance to change his behavior towards other managers of the organization. In addition, if a competent and outstanding performer from the Printery section could be appointed as the new manager, then, the cost of firing Smith could be justified. Recommended Solution Given the alternative courses of action, and after assessing Bruce Smith’s behavior and performance as a manager and as a colleague, the best solution is the second alternative which gives Smith the chance to change and develop his internal liaison skills and relationship with his colleagues. As indicated by Robbins, et.al. (2008), “managers do their work in an organization” (p. 4). It is therefore easy to point out to Smith, that the organization he works for is Paper Partners and not the Printery section only. He therefore has the obligation and responsibility to comply with the policies and procedures of the organization and to work in collaboration with other departments towards the accomplishment of a unified goal. Further, consistent with Martires & Fule’s statement, “skills can be taught, learned, acquired, developed and practiced” (Martires & Fule, 2000, p. 156). In this regard, his internal liaison skills can still be honed to improve his leadership skills in the long run. The case could actually be an open opener for Southey to enhance and develop his own leadership skills to encourage teamwork and teambuilding among the different sections of his organizations. He might not be motivating his managers equitably and might need to upgrade his performance appraisal and evaluation method as a means for promotion, recognition and reward. Conclusion Leadership does not exist in a vacuum and leaders do not operate in isolation. So leadership is not only about leaders but also about followers and the situation where both leaders and followers find or choose themselves to be in. Bruce Smith is an effective leader and manager of the section that he leads. He is, however, a poor colleague, team member and follower of the organization he belongs. The systems view of leadership connotes followership. People tend to follow those whom they believe as being able to satisfy their own needs, wants, and aspirations. People who would be leaders understand the motives of followers and respond to or mold them. If the influence attempts of the leader are irrelevant to the needs and desires of the followers, there is no way leadership can be sustained for long. Motivation and leadership are inseparable. Leadership is deemed effective insofar as it is able to achieve the goals primarily identified. Reference List Alaspa, B 2008. Identifying incompetence, [Online]. Available at: http://www.management-issues.com/2008/1/23/blog/identifying-incompetence.asp [Accessed 08 January 2011]. Martires, CR & Fule, GS 2000. Management of Human Behavior in Organizations. National Bookstore, Philippines. Mintzberg, H 1996. The Nature of Managerial Work. Harper and Row, New York. Robbins, SP, Judge, TA, Millett, B & Water-Marsh, T 2008. Organizational Behavior, 5th Edition, Pearsons Prentic Hall, chapter 1 p.4-9. Wester’s Revised Unabridged Dictionary (1913). Incompetence, [Online]. Available at: http://dictionary.die.net/incompetence [Accessed 08 January 2011]. Read More