September 13, 2011
1. Top two problems facing Erik Peterson?
1) neediness of parley from frontline workers to Curt Andrews (and thus Erik) in providing tower building status, updates, or needs. Erik seems hampered at quickly knowing exactly where the 21 towers stand.
2) Lack of clear or stranded boundaries in authority, responsibility and obligation in the role of General Manager from executive c ar down to Erik. Erik is making decisions, such as salary for rude(a) employees and tackling potential zoning problems, that are then questioned (or ignored) by headquarters, affair into question Eriks authority and undermining the success of the operation.
2. What are the underlying causes of these problems?
1) It is unmistakable from the lack of receiving critical information that frontline construction workers / managers are both not aware of (or buy into) the aggressive timeframe for completing the towers. They as well appear to lack a clear method to channelise issues beyond the weekly status meetings.
While some of the strongest irrefutable feedback received for Erik has been the organization of these meetings, there appears to be a undo in how they are perceived: Construction attendees apparently take this is where all status, including emergencies, are communicated; Erik and Curt appear to expect it as a routine checkpoint with no surprises.
2) Eriks manager, Jeff Hardy, has not done well at clarifying the General Managers role, or in dower Erik establishing boundaries for the position. No one has put the brakes on Eriks actions, implying agreement. approximately of Eriks ideas, such as working with local public officials, are creative, and presumably if this is out of alignment with HQs approaches, Jeff should have stepped in to establish earlier a stronger channel of communication. It makes no difference that Erik utter nothing in his surprised reaction to reporting to Jeff and not directly to CEO Ric...If you want to get a in full essay, order it on our website: Orderessay
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