The Very Model of a Modern Senior Manager

Jennifer Haywood

MGT545

Ms. Cindy Byrd

11/4/2013

"The Very Model of a Modern Senior Manager"

This article discusses on how to develop a competency model, how to make it work, and whether or not it is the best fit for an organization. There are many different leadership styles within an organization especially with such a large organization with Barker Foods as it as many different entities. Each entity has its own style that it may have had before been acquired by Barker Foods. There may be leadership that does not agree with the model or the change and may have a negative outlook of it even being made.

An employee that was made national sales director cost his company, Barker Foods, quite a bit of money for being overzealous and not properly producing and distributing a new line for the company. This caused the CEO to look into building a leadership competency model. The HR director, Anne Baxter, was in charge of building this model and presenting it within a couple weeks. The HR group had already been working on a prototype for the model by interviewing mid-level and senior management throughout the company. There was one recently acquired part of the organization that held a high interest due to the modified competency model they had before Barker acquired them. Anne was looking to fill the mold by looking at how this certain parts of the organization were working to get that particular division to work well together.

Breaking the mold involved the VP of supply chain Olivia Decker. Olivia had her doubts of the model because of the work involved. She isn’t sure is it would pay off in the end, as it did require a lot of work to start and maintain. It would have to be constantly monitored and then consequences would be delivered if not provided. She does not believe that it would have any impact on the company at all. Building a competency model does have results but is it really the right thing to do questions the CEO, Colin Anthony.