Micromanager

Introduction

George Latour is the CEO of Retronics, a Silicon Valley business that was losing market share. The company hired George to get them back on track. The board of directors wants to go public, but cannot find the right strategy to get them in the game. George feels the burden to ensure performance, which causes him to focus on the lower level issues. George concentrated on Shelly Stern, who was a new hire in the marketing department. George felt responsible for shelly, because he believed her work reflected on him. George knew Shelley had potential, but he needed to give her feedback and extra attention to get what he feels is quality work.

Issue 1

George and Shelly have strong credentials, but together they are creating conflict (Fryer 2004). A portion of the conflict can be attributed to their decision making preferences. George is the thinking type, and makes decisions in a rational, factual way (Nelson, Quick, 2012). Shelly is the feeling type and makes decisions in a personal way, by using her values to guide her (Nelson, Quick, 2012). George is managing Shelley’s work, while he should be focused on overarching problems for Retronics. George is failing at his job, and placing his attention in the wrong direction. His engineering background pushes him to notice minor issues, causing Shelly to stress and question her ability as a good marketer. His social perception of Shelly has a lot to do with his personal mood. He feels pressure to get the company on track, which is causing him anguish. This mood attributes to his unfavorable assessment of shelly. George is setting the example for his employees. If he shows interest in minor details, and demand for employees to think like him, then most employees will follow his lead. This will suppress creative thinkers like Shelly and cause them to quit, or use ineffective techniques to deal with conflict. Shelly used administrative orbiting when George was critiquing her article. She gives him...