read the case study below and answer the question that follows:

Improving performance in the Business Services Group Two years ago, the Department of Economic Development created the Business Services Group (BSG) to provide special services to out-of-province businesses that were considering relocating into the province. Another key task of the group was to help those businesses that had recently relocated to get settled and operating as quickly as possible. In those two years, BSG put together a good record of helping more than 55 businesses move into the province efficiently. The Business Services Group was staffed with a complement of a department manager and five business development specialists, along with some secretarial and technical support. The job of the business development specialist consisted principally of contacting and working with appropriate personnel in each business, in order to identify the kinds of information or help they needed, whereupon they ensured that the correct assistance arrived. These specialists also served as trouble shooters for the business, whenever there were problems with bureaucracy. Specialists were responsible for keeping these businesses happy and efficient. As such, the specialists needed to be imaginative, persistent and self-driven. Each specialist had a quota of contacts and services to make each month. Bongani was originally hired as a specialist. He was then made the acting supervisor of the BSG, after the hasty departure of the previous department manager. After three weeks of keeping things running, he was promoted to manager. Six months ago, he was transferred to another related department, to serve as assistant manager. When Bongani learned that he was moving back to the BSG, he was very happy, because he would be reunited with the people with whom he used to work; he had worked with all five of them to some degree, while he was in business services. John, now the senior specialist, joined the BSG the same day that Bongani did. They had come from the same department to join business services. Marge and Barbara became specialists shortly thereafter. For most of the time that Bongani was in the group, these four worked together easily and effectively. Then, as the BSG expanded, Tom was added. Finally, before Bongani was transferred, he had the chance to orient and train Melanie, who had been hired as his replacement. As a group, these individuals represented a fairly high level of experience in the business services function. Moreover, based upon their record and reputation, they also performed very well. For example, Bongani reviewed a batch of complimentary letters sent to the BSG, some of which had been signed by the premier. They worked effectively and creatively on their own, and experienced few personnel problems. Despite this consistent record, Audrey, Bonganis new boss and head of Economic Development, felt there was still room for improvement. She explained her thinking to Bongani in a luncheon meeting one day, not long after he had been promoted to manage it. By that time, Bongani had seen enough of the BSGs operations to agree. One of Audreys major programmes for the entire department was to institute a service quality management programme, and she wanted to start in the BSG. Bongani agreed with the idea. Early the following Monday, Bongani called the staff together for a meeting. He told them of Audreys goal for instituting a service quality management programme and that they were selected to begin it. He also told them that, to move them forward, he was going to do two things, effective immediately: 1. Raise the service quotas by 20%.

2. Submit anyone who failed to meet that quota to formal disciplinary action. The specialists left the meeting without comment, although there was a lot of mumbling in the hallways, as they walked back to their desks. Over the next week or so, Bongani noticed that these same colleagues of his seemed to avoid him and were noticeably cooler too when he was at hand. Clearly, he had to make more of an effort to obtain information and ideas from them, as it seemed as if the tone and tenor of the office became more tense, hostile and sombre over time. After two weeks, Bongani reviewed the performance records of the specialists. Unfortunately, Marge had not met her quota and, as promised, Bongani issued a written reprimand to her. Marge was speechless upon receiving the written warning. She was angry, as Bongani did not attempt to find out from her why she had not reached her quota. What had really upset her, though, was the fact that Bongani had not made any attempt to meet with her or any of her colleagues in the lead-up to the meeting (a period of two weeks). She felt that he had not exhibited any planning or financial management competencies, and was, in fact, trying to shift the blame for his poor management skills (i.e. poor planning, time management, budgeting, information gathering, etc.) onto her. It has now been two days since that meeting. During this time, Marge filed a grievance in the Personnel Department against Bongani. John, on the other hand, decided to put in a request for a transfer, whereupon Bongani heard that Barbara was preparing to request a transfer as well. Not one of the employees in the BSG are on speaking terms with Bongani: they simply pass along information in emails. To add fuel to the fire, Bongani has noticed how services to certain businesses have recently been slipping. Bongani knows that there is a major problem in his department. While he sits at his desk at 17h00 in an empty office (about to make a call to one of the businesses that have been complaining about his departments service delivery), he wonders what went wrong and what he should do going forward.

In light of the abovementioned statement, assume that you have been appointed to coach Bongani. Audrey has requested that you recommend a minimum of five managerial competencies with which to develop Bongani. You should elaborate on why you recommend your chosen competencies, by practically indicating the positive impact they will have on Bongani. Make reference to the case study and ensure that you include the following elements in your answer: Indicate each competency that you have selected to develop Bongani, and discuss, under each heading, where Bongani made errors, by referring to theory and the case study