4. (25 Points) You have been promoted from being an effective manager in one dep
ID: 420440 • Letter: 4
Question
4. (25 Points) You have been promoted from being an effective manager in one department (finance) to be the manager in another department (manufacturing). Production is low, and has declined in recent months. That is why you got the job! The manager you are replacing did not work with his group to do much work with respect to production rates, he focused on placing systems, for doing things right with respect to avoiding human errors, but he was not focusing on doing the right things when it related to maintaining high production rates which was the critical outcome from a manufacturing standpoint. Your supervisors are not performing as required, overtime costs are increasing, you have equipments that are down with mechanical problems, and your metric system is not giving the right visibility for you to have the right information for decision making. Answer the following: i. Was the manager that you replaced efficient or effective? ii. Do you foresee any issues with your change from finance to manufacturing, could you be as effective in your new role, is your management ability universal? ii. Based on the presented case study, evaluate your resources as a manager, list the 4 manager's resources and recommend how to improve each based on the issues presented iv. Which of the management skills will you apply to turn around the current situation as a manufacturing manager, also based on your previous financial background what management skill will you need to improve or further develop?Explanation / Answer
1. The manager was efficient but not effective enough to get the job done.
a) Effectiveness can be explained as using the right resource,to get the right output, with the available budget and cost.
b) Efficient can be explained as the manager is capable of doing things but does not do it in the right way to achieve the end result.
c) In the above case the earlier manager had all the skills like bringing a system in place in order to avoid human error etc but did not focus on increase in production which was the core of his role.
2. I do not foresee any issues and think that my management skills are universal due to below reasons:
a) Be it what ever department managerial skills are common like understanding the role, understanding the particular department and working effectively towards the achievement of the same.
b) The second important skill would be people handling skills which is again universal and does not relate to any particular department.
c) The only thing as a new manager is to take a training about the manufacturing department and its processes.
3. The 4 manager resources and recommendations are explained below:
a) Setting goals: One of the core skill which i have as a manager is setting strategy and goals. In the presented case one of the major issues is not having set goals like increase in production rate, timelines etc. Using my strength i would first focus in setting strategy.
b) Team handling skills: The second issue in the case is supervisor not performing well. With my people handling skills i would build the team, build trust among them, train them on particular skill etc to get the work done.
c) Analytical skills: The other issue was not having metrics in place. With my analytical skills i would build a data management system wherein needed metrics could be pulled out for analyzis and then looking at the gaps and working towards them.
d) Technical skills: Finally equipment not in proper condition is an issue. Using my technical skills i would look at replacing or bringing in effective equipments to increase production.
4. As mentioned above i would use my people management skill, analytical skills and technical skills to turn around the current situation of low production.
As a financial manager i was strong with numbers and analytical skills and the skill i need to develop would be knowledge on maufacturing its processes and supply chain management skills.
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