Modern Lighting Industries Incorporated (Mli).

Topics: Management, Case study, Game theory Pages: 5 (1924 words) Published: March 13, 2013
KEY ISSUES: 1) What did Pat Cardullo and Jamie Turner each initially bring to the situation at MLI that would seem to ensure success? Failure?3
POSSIBLE SOLUTION AND ALTERNATIVE COURSES OF ACTION: 3) How, if at all, should Turner approach Cardullo at the end of the case?5
ANALYSYS: Team performance9
ANALYSYS: Play the role.10
ANALYSYS: Strengths and weaknesses.11

KEY ISSUES: 1) What did Pat Cardullo and Jamie Turner each initially bring to the situation at MLI that would seem to ensure success? Failure? |

This case study involves two members at managerial level at Modern Lighting Industries Incorporated (MLI). The members in question are the President of MLI, Cardullo and Turner, the Marketing and Sales Manager. This particular case study references the time from Turner commencing formal duties at MLI in his capacity as Marketing and Sales Manager. Cardullo, as President of MLI was initially seeking to employ someone to take over the full managerial responsibilities at MLI. As an experienced manager and his availability to commence duties immediately, Turner appeared to be the perfect candidate to fulfil the role. However, even though all indicators presented Turner as the key candidate for a success of the company, after a few months the relationship between Cardullo and Turner had begun to deteriorate. The conflict appears to be a result of role expectations not being fully clarified and agreed upon by Cardullo and Turner at the point of Turner's employment by Cardullo. As Sharpe and Johnson (2002) state: "The relationship at the top executive level is very susceptible to conflict." Turner's frustration and unhappiness resulted from unattended situations of conflict stemming from this initial lack of clarification having been made. Despite the initial agreement, as President of the company Cardullo had not fully relinquished control over managerial decisions thus undermining Turner's authority and focus on obtaining the correct business outcomes for MLI. The essence of the conflict in this situation is that of poor communication at the hiring phase. Clear expectations by both parties not having been presented or discussed. Sharpe and Johnson state that to avoid such situations developing, "investigate the expectations you and your boss have to each other." This appears to not having been done by Cardullo and Turner. An analysis confined to just the first three month the organization would reveal the job opportunities at MLI as key of success for the new employee. Turner had looked to MLI for career advancement. At their initial meeting he had presented himself to have the appropriate level of work experience, a sound knowledge base and intelligence to fulfil the role of Marketing and Sales Manager at MLI. Indeed, he had demonstrated at the interview that he was most appropriate for the job. Cardullo had considered him to be extremely capable and so had been willing to hand over much of the responsibility in managing the company. Turner, by being the successful candidate had achieved his desire for improved work standing and was overwhelmed with the prospect of moving to Chicago, which as described by Gabarro & Kaftan (2011) as being "an exciting place to live". However, neither took into consideration personality issues or scrutinised character traits of each other. Considering that they were to be influential decision makers at MLI this became a serious oversight by both parties. From the start Turner had some misgivings but in his desire to get the position he did not openly discuss them with Cardullo. Sharpe (2001) states, "Conflict need not have negative results if it is managed properly." Unfortunately in this situation, due to lack of open discussion and dialogue between the two parties,...

References: |
Buchanan, David A. and Andrzej A. Huczynski 2010. Organizational behaviour. 7th ed. England: Pearson Education Limited
Gabarro, John J. and Kaftan Colleen, 2011. Jimie Turner at MLI, Inc Harvard business school, Brief cases, 4254
Guttman, Howard M. 2004. “The Leader’s Role in Managing Conflict” Leader to leader 2004 (31) 48-53. ehost/pdfviewer/pdfviewer?vid=3&hid=17&sid=ce46d348-98e0-4b99-9363-61b53b21468c%40sessionmgr12
Kurtzman, Joel. 2010. “Fitting In: The Foundation for Successful Leaders” Leader to leader 2010 (58) 17-21. /ehost/pdfviewer/pdfviewer?vid=3&hid=17&sid=d78ebcb2-d67e-413d-8e38-5a644a735fd9%40sessionmgr12
Menkes, Justin 2011 “Maintaining Clarity of Thought: Leading Better Under Pressure” Leader to leader. 2011 (62) 22-26
Sharpe, Davida and Elinor Johnson. 2002. “Getting to the roots of conflict with your boss.” Leadership in action 22 (2) 8-11. dbgw.lis. 82024 %40sessionmgr14&vid=5&hid=17
Sharpe, Davida. 2001. “Getting a Grip on Conflict” Leadership in action 21 (4) 7-11 sessionmgr4
Taylor, Silvester and Stan Gryskiewicz. 2003. “The search for solutions choosing the right approach to generating ideas” Leadership in action 22 (6) 14-18. hid=17
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