How organization can best develop-manage star performer

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Reference no: EM131043101

Alex Sander is a new product manager whose drive and talents are attractive to management, but whose intolerant style has alienated employees. This tension is presented against the backdrop of a 360— performance review process. Sander works in the Toiletries Division of Landon Care Products, which has recently been acquired by a European beauty company. Sander is leading the launch of a European skin care product into the U.S. market, which requires working with a multinational product development team. Sander's interactions with peers and direct reports in the case paint a picture of a tough, inflexible high achiever who uses temper as a management tool. At the end of the day, Sander's supervisor Sam Glass will provide Sander with 360— performance feedback-the first time this process has been used at Landon. Sander remains skeptical about the value of the process and feedback, and of a long-term fit with the organization. On the other hand, Glass has a very high personal interest in keeping Sander at the company, but wonders how the organization can best develop and manage this star performer.

Please submit your reply to the case in a 3-5 page document using RTF format, double spaced, 12 pt font: When replying to the case, be sure to present an analysis of the issues, as opposed to reiterating the case.

Reference no: EM131043101

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