Eric-Peterson

Sha Xu   Student ID: 20450782

1. Executive summary

Two major problems and recommendations are: firstly, I lack the knowledge in medical device industry and experience in product launch, and meanwhile my boss Hardy doesn’t provide clear assistance and he is disengaged in decision-making. I need to communicate with Jenkins to clarify on reporting structure and to ensure Hardy’s full involvement. Secondly, there are problems among my team members which caused delays on the launch. I recommend we conduct regular meetings to keep track of progress and issues that triggered any delays.

1. Problem statement

Firstly, since I began work at Biometra, I encountered many issues, the most significant one of which was that the reporting line is unclear and I didn’t have clear guidance or support from my boss. Considering the fact that I lack experience in coping with new product launch in medical device industry, I deem full engagement in decision-making from my boss is quite important. At first, I was informed to report directly to the vice president of peripheral vascular devices, who was known for his good mentoring skills. However, I learned later that the vice president had left suddenly and I was assigned to report to Hardy, vice president of planning and control for the peripheral vascular division. Hardy had no product launch experience before either, so he couldn’t offer me any helpful guidance. Our relationship was ambiguous and I was not updated of the new reporting structure.

Secondly, problems about salary, conflict, competence and devotion.  exist among my team members at work recently. Miczek, Andrews and Hanes were displeased about the salary of Wescott, who has less experience but earned much more money. Nonetheless, marketing leader Burns and sales leader Wescott developed problems when working together because Wescott has been unsatisfied at Burns’ constant criticisms and suggestions on his sales strategies which tensed their relationship. Moreover, Andrews, the director of operations, lacked the flexibility and resourcefulness needed and that he was easily frustrated. Finally, as a result of salary problems, Miczek lost general enthusiasm about work and the quality of her work had decreased.

1. Identify causes

The first issue has several reasons behind it.

• To begin with, lack of communication about clear reporting structure has been the major cause behind the ambiguous relationship between me and my boss Hardy. This relationship was not clear on the outset because neither Jenkins nor Hardy had formally told me of the new reporting structure. What’s more, since Hardy was responsible for the division’s planning and control, he formed a very unrealistic picture of what was at stake for the new product launch, and his greatest concern was near-term financials. His role has somehow constricted his mindset and he lacks the perspective of looking at the big picture. He avoided making effective decisions every time I raised question. When I made suggestions of replacing Andrews, Hardy was reluctant to take action because he thought they were not given delegation to raise this request and he feared they would be badly perceived by headquarters if they proposed.

• Secondly, problems existing among my team members at work are caused by many factors.

The first problem is caused by disparity in salary for people with similar years of work experience. Some of my team were displeased about the salary of Wescott because as managers at Biometra with similar or more medical device experience compared to Wescott, they felt unfair that they earned much less than him.

The second problem is caused by ineffective team cooperation because of personal conflicts or dissatisfaction.  I suspected that some of the cooperation problems arose from Wescott’s resentment of Burns’ privileged family background as well as his annoyance at Burns’ constant criticisms and suggestions.