Reference no: EM132910111
Gregory Kean is one of Manly Manufacturing's most promising engineers. He was a top apprentice six years ago. And has always been keen and a willing worker, eager to get ahead.
Because of his efforts, clear thinking and organizing abilities the company promoted Gregory to the position of supervisor of the General Maintenance Department.
He and his team of five are responsible for the general day to day care and maintenance of the plant, buildings, and grounds of the company. When Gregory was promoted, he became more determined than ever to show senior management his capabilities. His level of motivation was high, and he decided to make a clean sweep of general maintenance and really 'smarten up their' act.
Prior to Gregory's promotion General Maintenance had a reputation as an 'easy does it department'. The work was done, and, by and large done well. However, as far as Gregory could see, the previous supervisor didn't really supervise at all.
So Gregory Kean went in and started to tighten up the systems and procedures, making sure they were followed, ensuring lunch breaks was not extended, continually monitoring everyone's work, handing out jobs each morning and generally ruling with the proverbial iron hand. Plenty of time to get to know his team better later, thought Gregory, once I have established the new order of things around here!
Now four months later, the best trades person has quit, another is openly looking for another job and the team is no longer functioning as a unit. The four who are left seem to have withdrawn their co-operation, use no initiative and do only what Gregory tells them to do.
Gregory's supervisor has decided it is time to have a chat with Gregory to get to the bottom of what can only be described as a crisis in motivation.
1. Gregory has focused on task issues rather than people issues. Many new supervisors are doing it. Why can this be a mistake?
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