Granger Stokes, managing partner of the venture capital firm of Halston and Stokes, was dissatisfied with the
Stokes prided himself on his hard-driving management style. At the first management meeting, he asked two of the managers to stand and fi red them on the spot, just to show everyone who was in control of the company. At the budget review meeting that followed, he ripped up the departmental budgets that had been submitted for his review and yelled at the managers for their “wimpy, do nothing targets.” He then ordered everyone to submit new budgets calling for at least a 40% increase in sales volume and announced that he would not accept excuses for results that fell below budget.
Keri Kalani, an accountant working for the production manager at PrimeDrive, discovered toward the end of the year that her boss had not been scrapping defective disk drives that had been returned by customers. Instead, he had been shipping them in new cartons to other customers to avoid booking losses. Quality control had deteriorated during the year as a result of the push for increased volume, and returns of defective TRX drives were running as high as 15% of the new drives shipped. When she confronted her boss with her discovery, he told her to mind her own business.
And then, to justify his actions, he said, “All of us managers are finding ways to hit Stokes’s targets.”
1. Is Granger Stokes using budgets as a planning and control tool?
2. What are the behavioral consequences of the way budgets are being used at Prime Drive?
3. What, if anything, do you think Keri Kalani should do?
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