Growing Managers Case Study

In the case, Growing Managers: Moving from Team Member to Team Manager, there are several issues that Melissa Richardson faces which are also concerns that plague many managers today. Upper-management expectations, behavioral and attitudinal challenges within team settings, and learning curves with self-management are common components facing managers, and subsequently organizations themselves.

PROBLEMS AND ISSUES

Issues that Richardson faces include having little to no experience as a Sales Manager nor receiving much assistance from her superior Beth Campbell, the Regional Sales Manager. By not having the experience to manage a team, she along with many other managers, lack the presence and the insight to effectively lead and correct team problems that arise. “Effective managers must establish their credibility. The most effective managers always follow-up, are true to their word, have a proven track record, and have a reputation of getting things done” (Llopus, 2012). Though many concerns and problems are ones that come with on the job experience, it is the responsibility of the superior manager to coach and teach those not only new, but those below them to be effective managers and leaders. It is a manager’s responsibility to give clear expectations and support to their team members and employees, regardless of their positional level. Learning-curves are expected with any newly appointed position, but assistance is crucial in overcoming setbacks.

Another problem that managers, including Richardson, face is clarity of expectations of standards. Without a clear understanding of what is expected of them and their employees, one cannot successfully produce an effective outcome for the organization. Not only are expectations imperative for the leading manager to direct their team, expectations and guidance to the team members themselves is crucial; whether this is stated as a group or individually.

Communication is a huge issue facing managers; this issue...