Investigation of Angry Manager

Investigation of the Angry Manager

ÐŽ§A good leader is one who can tell another how to reach his or her potential; a great leader is one who can help another discover this potential for him or herself.ЎЁ

Bo Bennett

It has always been a difficult task for an organization to discipline mischievous employees. In the case ÐŽ§Angry Branch ManagerЎЁ, a mortgage company called Calwest was having management issues with one of the manager Henry. The issues were filed by one of the employee named Sal, where he complained that Henry ÐŽ§screamed and cursed at his associatesЎЁ on a daily basis, and would also threaten his employees if they ever report to the human resources. Other complaints such as; taping conversations without the associatesÐŽ¦ consent, cursing customers, and gender discrimination were also made against Henry during his term of office. One of the major concerns for most of the employees was HenryÐŽ¦s aggressive approach to management. He intimidates his associates by standing very close to them while talking about job performance and would raise his voice which frightens the employees. From all these actions and behaviour, these associates were convinced that Henry is prone to greater violence and aggression if further affronted. However, despite these protests, no real investigation or punishment has been conducted. This was partially because even though Henry had management issues, he was helping the company and his associates make more money than they had ever earned before. Thus, most of the associates agreed that Henry was a good and sufficient manager just lacking some management skills. According to one of his employees, he stated that ÐŽ§I had just made a $1200 commission check. Would you have ratted him out?ЎЁ All these evidence suggests that Henry is an efficient, capable, and competent manager, but lacks discipline and good management style. This is why human resources play a very important role of finding the right solution in order for Calwest to minimize its loss while maintaining its profit.

Analysis of the Defendant Henry:

The ÐŽ§angry managerЎЁ Henry is described as a man who often has shown signs of violence. Henry is accused of threatening other employees verbally and also physically. Although Henry contributed an excellent performance to Calwest, his member of staff started to file complains regarding his leadership strategies. Ideally, a superior manager would aim for the chief objectives of leadership that ensures prompt, efficient and courteous service to customers and employees which eventually would result in a successful company. To meet this goal, an exceptional leader is responsible for training, assisting, motivating, directing and correcting behaviors of employees. It is vital for any organization to meet certain standards of personal conduct so that work performance can be sustained. In HenryÐŽ¦s case, he clearly shows that his way of leadership brings despondence to the employees. In the long run, this sign of dissatisfaction will trigger a decrease in moral and it will affect the performance of all the employees. In every organization with substantial employees, there is always divergence. Every employee wants to work in a diplomatic atmosphere which will eagerly make them conform to reasonable rules of conduct and standards of performance. According to the expectancy theory of motivation, the effort a person is willing to put forth is influenced by two factors: expectancy and valence. Expectancy is the degree to which a person expects that his or her behavior will lead to certain outcomes. On the other hand, valence is how attractive these outcomes are to that person. (Leadership: Theory and Practice Peter G. Norhouse). Henry obviously did not comprehend the role of a successful manager. Any manager such as Henry is responsible for informing their subordinates of management's expectations. This is where the problem with HenryÐŽ¦s behavior and performance arise; the decision made by human resources should seek to correct Henry with the least amount of disruption to the work environment and other employees.

Analysis of the Plaintiff:

Nonetheless, we will still have to judge the key issues subjectively. On the character description of this case study, Sal is described as a Middle Eastern male who is ÐŽ§very excitable and emotional.ЎЁ He used to be a strong Henry supporter before his confrontation with Henry regarding commission split with another associate. Sal believed that heÐŽ¦s the main reason and origination of the loan and thus should reasonably obtain the full commission. However he declared that this was not the main reason that prompted him to appeal to human resources. He stated that it was just ÐŽ§simply one of [ HenryÐŽ¦s ] many unfair management practices.ЎЁ

Key Issues:

Sal and other employees filed several complaints on Henry. The investigation has been conducted and the Human Resource has stumble on the following key issues:

1. Physical abuse. Only Sal verified this assertion, but few customers commented ÐŽ§hope Henry did not come to her house with an axe in handЎЁ (p.4)

2. Mental abuse. Sal and two other associates affirmed that Henry often screamed and yell. Sal accused Henry did a personal attack on cursed him. However none of the associates verified that Henry was cursing in the office.

3. Micromanagement. Sal and two other associates accused Henry of being too forceful and constantly watch and criticize their actions and behaviour. He did this up to six or more times per day.

4. Intimidation and retaliation. Henry threatened Sal and other associates to not dare get in contact with Human resources. Two other associates have confirmed this and they even implied that Henry had forcefully made them alter their written testimonies during investigations conducted by Michael.

5. Lack of written performance issues. Due to lack of HenryÐŽ¦s previous work report, Calwest didnÐŽ¦t terminate him.

6. Race discrimination. Since Henry is an African American, Some evidence shows that Henry discriminate other associates because they are of a different race.

7. Tape recordings. Henry tape records conversations between other Calwest associates without the knowledge or consent of the person being recorded.

Guidance for Henry

Instead of shouting and screaming at employees, there are assortments of strategies for Henry