Read the Link on Management and Leadership. It will provide an insight and starting point in developing an approach to your analysis.Create a report that addresses the most important issues you have identified in the case and how they can be addressed currently and avoided in the future.Do not just restate the facts of the case or answer the questions; discuss the importance of relevant issues and how they can be addressed/incorporated into a business solution.Successful critical thinking exercise will be three to five pages in length and incorporate the information and knowledge gained in the course addressing the areas defined in the analysis questions.Management and Leadership("Help! I’m the New Boss.")You are the new boss, a couple of years younger than your colleagues. Shortly afteryour honeymoon ends, you invite a group member to your office and nicely suggestthat she change her approach to improve her efficiency, bring herself in line withdepartment changes, etc., etc. She listens. Sits back. Unblinking, she says, "Thanks,but no thanks. I’ll keep doing things my way. Will that be all?"What do you do? Go ballistic? Calmly explain to her that she will make the changes orbe fired? When it happened to me, I didn’t quite know how to react. I was a first-timeboss, a 26-yearold free agent turned manager. No one had taught me how to react tooutright disregard for my newfound authority. So finally I shrugged. I sort of mumbled,"Okay, um, I understand how you feel, and, you know, we’ll talk about it another time."As one might expect, my career as a manager at the company effectively ended thatday. Word of my meekness spread, as good gossip always does. I would go onto makeevery mistake imaginable, to the chagrin of most of the staff. I made Coach fromCheers (a television show) look masterful. My boss, who had hoped I would find myinner boss on my own, eventually cut back the number of people who reported to me.It was a tough, but, yes, merciful call.There is some solace in realizing now that I was not simply a young and cluelessmanager but one of many young and clueless managers.Questions for thought:The following âareas of concernâ are provided to help stimulate your thinking and shouldbe included in your analysis of this case. They are not intended to provide a list ofquestions to answer. 1. As a manager how would you have handled the situation yourself and mentoredthe new manager?2. What specific traits and behaviors does the manager in question need to workon?3. How would you deal with the situation of a group member who refuses to act onyour suggestions for improved performance?4. What type of leadership development program do you recommendimplementing for a new managers?5. What areas are the most important to address?(Reference MSC102 Ch 1,5,8)
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