Individual level for Jamie Turner, Vice President of MLI Inc.

This essay will focus on diagnosis and interventions at an individual level for Jamie Turner, Vice President of MLI Inc. Key issues raised in the essay are: Jamie’s professional career challenges, the impact of these issues on his working relationships and organizational performance, leadership skills that will enhance the productivity of individuals and companies, and interventions to address identified development needs.

Introduction

Jamie Turner, the protagonist of the study, is a Notre Dame graduate and hails from Pennsylvania. He worked at Globalbank in North Carolina for 2 years in new client development before earning an MBA from a leading business school.

Although he had opportunities while still at Globalbank, he chose to work at Wolf River Paper, Ohio, in the marketing department. Two years after joining, he became Product Manager, and the following year he was promoted to Senior Product Manager. Wolf River Paper, a world-class manufacturer and marketer of consumer products such as paper napkins, paper towels, and napkins, thrived until it made an acquisition that turned out to be a disastrous failure.

This, in turn, limited opportunities for promotion in the company in the near future, so Jamie decided to move on.

The second company Jamie took an interest in was Lambowland.com, a start-up internet sports marketing company based in Milwaukee. Here, Jamie enjoyed the autonomy and complexity of his new position as VP of Planning and Marketing. But pretty soon Lambowland got into a serious cash flow problem, which caused Jamie to start looking for a job in less than 18 months.

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Jamie felt there were several reasons that could be contributing to the decline in the company’s productivity. non-graduate employees, profanity used by them, and late hours of work. He then joined MLI as VP of Marketing and Sales.

Career problems

Jamie has faced numerous challenges in his professional career. One of his main concerns was that he didn’t want to be called a “job seeker” as he was in his third job for 6 years after receiving his MBA. He then developed some dislike solely because of his judgments about other Lambowland employees, which could affect his individual activities as well as the company as a whole. Third, Jamie switched to industrial marketing, which he felt lacked the excitement of polling, mass advertising, packaging and other tasks that he enjoyed in his previous job. Fourth, Jamie was promised autonomy and managerial capacity beyond the MLI.

In the early days, Cardullo portrayed an immense trust in Turner’s potential, and this increased Turner’s confidence that he could do what was required of him. Eventually, the situation changed, and unresolved conflicts and agitation arose, which continued to accumulate. For the first few weeks, Turner was asked to take over sales management, which was contrary to the original agreement. It may have been Cardullo’s move to free himself, as he found it was time-consuming. Turner was hesitant to make sales decisions because he felt he needed to better understand people and sales.

In the course of such efforts, he has come to the conclusion that salespeople are hesitant, but respond to his ideas and requests. For the first few weeks, Turner was asked to take over sales management, which was contrary to the original agreement. It may have been Cardullo’s move to free himself, as he found it was time-consuming. Turner was hesitant to make sales decisions because he felt he needed to better understand people and sales. In the course of such efforts, he has come to the conclusion that salespeople are hesitant, but respond to his ideas and requests. For the first few weeks, Turner was asked to take over sales management, which was contrary to the original agreement. It may have been Cardullo’s move to free himself, as he found it was time-consuming. Turner was hesitant to make sales decisions because he felt he needed to better understand people and sales. In the course of such efforts, he has come to the conclusion that salespeople are hesitant, but respond to his ideas and requests.

A few weeks later, during a mid-May meeting, Jamie drew his attention to what appeared to be impending cash flow at MLI. When reported to Chin and Cardullo, they dismissed it as a minor issue. It was then that Jamie reconsidered his decision to join MLI. He left his previous company in search of autonomy, but independence at MLI seemed a little overwhelming. He also did not know what was expected of him, and this made him worry more. Due to this series of events, the relationship between Cardullo and Jamie only worsened. These were the challenges Jamie faced in his professional career.

Throughout the case study, it is understood that Jamie tried to give his best in any difficult situation that arose at MLI. On certain days, he felt the need to quit his job and look for other opportunities. His main problem was that he jumped over too many companies in too short a time. This was the main reason why he continued to work at MLI.

Consequences of tests

Shortly after Jamie joined MLI, Cardullo behaved differently towards him. He was aloof and critical, and often intervened in marketing decisions, undermining and sometimes canceling Jamie’s decisions. This led to a drop in sales. This affected not only the company’s performance, but also worsened Jamie’s relationship with Cardullo. Jamie, as a person, gets stressed when things don’t go as planned in his workplace. He tends to be worried about his job and more about the perception of him by other coworkers / colleagues. He seeks organizational support that has been shown to “generate a series of positive emotional experiences and experiences in the workplace.” (Riggle et al., 2009).

Herzberg’s theory of motivation talks about the factors that influence people’s attitudes towards work. According to this theory, “factors such as company policy, supervision, interpersonal relationships, working conditions and wages are hygiene factors, not motivators.” (Herzberg, 1959). Hence, according to this theory, Jamie is not necessarily demotivated. Rather, he is influenced by basic hygiene factors such as interference from his boss and weak interpersonal relationships that cause dissatisfaction. These are external factors that are considered basic needs that must be met in order for employees to be happy in the workplace. Hygiene factors are not necessarily motivating; failure to do so will be viewed as dissatisfaction (Herzberg, 1959).

Throughout his professional career, Jamie chose the organization he worked for for various reasons. To begin with, his first position – a master’s degree at Wolf River Paper – was considered the job he enjoyed the most. His height was enormous and he enjoyed working there. According to Allen and Meyer’s organizational commitment theory, Jamie’s phase in Wolf River Paper is considered “emotional commitment.” In essence, this explains that “employees with strong emotional commitment stay because they want to.” During his five years with this company, he grew as much as possible, and in the end he felt the need to move on to test himself more.

Then he joined MLI, but many unexpected problems arose. Did he feel like he should ?? continue to work there because it was his second job in less than 18 months. This is explained as a “regulatory obligation”. Meier and Allen, which seems almost like a moral obligation. On top of that, while there were times when he wanted to retire, he realized that few of his MBA classmates were in between jobs and found it difficult to get good jobs. He was also somewhat financially dependent on this job as he moved to Chicago and locked up good housing to live in. For these reasons, his dedication to work can be described as “ongoing commitment”. He needed to continue working at MLI, given the costs involved.

An interesting observation about Jamie Turner may be related to the “dark line”. A theory developed by Robert and Joyce Hogan in 2015. We usually look at innate strengths, such as interpersonal skills, intelligence, motivation, or ambition, to make sure the organization is successful. This theory suggests that these characteristics coexist with some weaknesses that could ultimately prove catastrophic. The dark side traits created by these psychologists suggest that there are “11 qualities, from excitability to obedience, that at the very least resemble the most common personality disorders.” The results of this theory were that the majority of employees exhibit at least 3 of these dark traits, and about 40% received reasonably high scores on one or the other.

Jamie, who is generally considered to be passionate and passionate about his work, is sometimes fickle and short-tempered. This may be due to “excitability.”

Leadership development needs

According to Daft (2000), organizational effectiveness is the ability of an organization to achieve its goals through the efficient and effective use of resources. Leadership competencies can be developed in a variety of ways, including formal training, developmental activities, and self-help activities. A number of activities can be used to facilitate the acquisition of relevant skills based on work experience. (Gary Yukle,) Six such development activities include multi-source feedback programs, developmental assignments, mentoring, executive coaching, modeling, and personal growth programs. … ?? (Gary Yukle,)

We know from a case study that Jamie earned an MBA from a leading business school. While one might assume that this degree would provide all the knowledge and competencies an individual needs to be successful in a career, it’s important to weigh the pros and cons to gauge how this has helped Jamie. MBA degrees assist in personal development, networking, and obtaining the necessary theoretical knowledge for leadership and management. On the other hand, career progression, managerial and entrepreneurial skills are questionable, as earning a degree does not guarantee mastery of these skills. It’s also notable that Jamie and Cardullo have different management styles that don’t necessarily sync with each other.

The Northern Ireland Senior Civil Servant Competency Framework covers 8 core competencies that Jamie can use to assist in his developmental needs. The most useful competencies for Jamie will be: conceptual and strategic thinking and planning, personnel management and development, relationship and partner management, and personal effectiveness (Bolden, R., Gosling, J., Marturano, A., and Dennison, P., June 2003, “Review of Leadership Theory and Competency Framework”).

Decision

Strategic thinking and planning skills could be improved as Jamie could analyze and expand his research on companies like Lambowland and MLI before joining them. While he saw great opportunities for growth and significant investment in both of these companies, he realized that it was only over time that he made the wrong decision. Companies suffered, and senior management did not point out the right decision to these companies.

Secondly, it is important for Jamie to develop management and development personnel in the company. This is because he considered Tim Kelly to be a great help with the sales force, and he considered Kelly to be “loyal and reliable.” Cardullo insisted that Kelly be fired as he found him incompetent. But Kelly had been with the company for 25 years and had an excellent relationship with the sales team. In organizations, it is important to develop existing employees as they understand culture and values ​​better than any new employee. The knowledge that Kelly could bring should be highly appreciated, and for this reason Jamie can improve the development of people in the company to increase the efficiency of the organization.

Third, Jamie realizes that he developed a personal dislike while working at Lambowland. He realizes that perhaps he was harsh in his assessment of his employees. A recent experiment conducted to study employee growth based on interpersonal factors showed that relationships with classmates and the quality of people in an interpersonal environment are critical to employee growth.