Case Study #1: No Replacement for Harry

Senior Outside Operations manager Burt Jacobs was disappointed when his super-efficient team lead Harry Simon, left for a better paying job. Yet he looked forward to working with Murray Davis, who had been highly recommended by maintenance manager, Chester Richmond. After Murray had been working with him for two weeks, however, Burt realized how much he had relied on Harry. Harry had always helped organize his activities for himreminding him about his many meetings as well as his follow-up calls and letters and worked as an assistant in addition to being a team lead.

The phone rang, interrupting his thoughts. It was Chesterand there were voices in the background. Burt, where the heck are ya? The general management meeting is about to begin! Burt rushed out of his office, angry with Murray for not reminding him during their usual morning discussion.

The next day, he asked Murray to help keep him posted about meetings and follow-up items. But over the next two weeks, Murray failed to remind him about two more meetings until almost the last minute and forgot to enter three follow-up items on his calendar. As a result, Burt found himself unprepared for the meetings and got calls from irate customers who wanted to know why he hadnt got back to them.

Talking to his buddy EDP manager, Sam Vito, Burt said, Its not that hes inefficient, Sam. Its just that he doesnt seem to care about his job the way Harry did. Could your team lead give him some pointers?

Sorry, Burt, Sam said. Id like to help you out, but my team lead wont have anything to do with Murrayand neither will the other leads. Murray has a swelled head now that hes working for a senior manager instead of an ordinary manager. They say hes been abrupt with a couple of them and they dont have time for someone with an attitude.

Burt strode back to his office, planning to speak to Murray about his attitude and his efficiency. Before he could, however, Paul Onya stormed into his office. You know that downtime tally thats posted on the bulletin board? Paul began. Burt remembered he had delegated the report to Murray. Harry was good at getting the figures from maintenance and working out the report. It shows my machine down for six hours this monthand thats not right! Paul was angry. I tried to tell Murray about it, but he said he had all the facts. He said he was completely in charge of the report and not to bother you about it. But I know hes made a mistake!

Questions:

1. What is Burt's responsibility to Murray?

2. What communication barriers can be identified in the case?

3. How could have Burt prevented the dilemma?

4. How should Burt approach a meeting with Murray so they can move forward?