PT1 CH1

EXECUTIVE SUMMARY
This case study explores an ethical dilemma issues faced by Harry Rull, Vice President of
Marketing division at Shellington Pharmaceuticals in US, which involve a new product
development manager under his supervision, Roger Jacobs.
Roger Jacobs has been charged several times due to mistreatment of subordinates such as
inappropriate and derogatory remarks and sexual harassment.
The president of the company allows the issue happened and did not taken any disciplinary
action towards Jacobs during these 10 years, as Jacobs has very good skill in development of
new product.
As a manager, Harry Rull is a leader and a good leader must be able to use the four functions of
management which are planning, organizing, leading and controlling, in order to achieve high
performance and growth able to attain the organizational goals in an effective and efficient
manner.

We have discussed in detail the roles of Harry Rull on the 3 options given in the case study in
order to attend the issues.
Harry may take actions to;
1. Ignoring the problem of Jacobs behavior in the work place?
2. Launch a full-scale investigation of employee complaints about Jacobs and warn Jacobs.
3. Work closely with HR and senior manager to set up policies that governs the company
and its employee.

INTRODUCTION
Management is perceive in many ways by people, they have their definition on how organization
should be manage in return to achieve what theyre trying to reach. In general management is
defined as a way of working with many associates and coordinates their daily basis activity in
order to reach the organization goals. This process is what helps to realize their goal because
without proper management of the business and workflow in an organization the walls will fall
apart. It has to be constructed with full utilization of their sources they have because everyone in
the organization plays a role.
The one who help guides and motivate the respective organization employee is known as
managers. Managers are not just one person, it consist of many, from different part of the
organization they are combined and formed to ensure that everyone is doing their job well and
proper and that their subordinates are giving their best to the company towards reaching the goal.
They have many roles to play and required certain type of skills in their respective area; its no
picnic because they will confront with many type of situation that will determine their reputation
in the company, this means it will make people see them as good boss or bad boss.
This assignment is about studying those situation or dilemmas and how to manage those situation
when it arises.

EXECUTIVE SUMMARY
This case study explores an ethical dilemma issues faced by Harry Rull, Vice President of
Marketing division at Shellington Pharmaceuticals in US, which involve a new product
development manager under his supervision, Roger Jacobs. Roger Jacobs has been charged
several times due to mistreatment of subordinates such as inappropriate and derogatory remarks
and sexual harassment. The president of the company allows the issue happened and did not
taken any disciplinary action towards Jacobs during these 10 years, as Jacobs has very good
skill in development of new product.
As a manager, Harry Rull is a leader and a good leader must be able to use the four functions of
management which are planning, organizing, leading and controlling, in order to achieve high
performance and growth able to attain the organizational goals in an effective and efficient
manner.
We have discussed in detail the roles of Harry Rull on the 3 options given in the case study in
order to attend the issues.
Harry may take actions to;
1. Ignoring the problem of Jacobs behavior in the work place?
2. Launch a full-scale investigation of employee complaints about Jacobs and warn Jacobs.
3. Work closely with HR and senior manager to set up policies that governs the company
and its employee.

ACTION 1
Ignore the problem. Jacobs contributions to the new product development are too valuable to
risk losing him and the problems over ten years have always worked themselves out anyway. No
sense starting something that could make you looks bad.

When it comes to work its not your personality file thats being evaluated its your performance
or your work and contribution to the company. Since the problem before has worked themselves
out theres nothing much to it, no matter how serious it gets.
Having to lose an employee that is very much effective with his work towards the company as
well as efficient and assuming that he is one of the star managers regarding performance issue it
will be a huge loss to the company. Firing him would mean having to employ another manager
that could be just the same or worst or have to hire more managers that take a lot of time and
work just to be able to do the work that roger can do on his own. The company will lose not just
in term of productivity or staff but financially as well this means having to invest on recruiting,
training, etc. The bottom line in this context is safe to say that as long as he does well, nothing
else matter.
The complaints receive from roger subordinate have been solve before, with a correct approach it
can be resolve easily. People have different personalities and may not be the best among the rest,
but he has an ability to do what he has to and excel in that therefore theres nothing much to be
done. Unless he is an ineffective worker than something can be done or consider to do.

ACTION 2
Launch a full-scale investigation of employee complaints about Jacobs, and make Jacobs aware
that the documented history over the past ten years has put him on thin ice.

A role is how a manager should behave, in other words how their personalities reflect as a
manager. These roles can be divided into 3 conceptual categories; there are informational
(managing by information), interpersonal (managing through people) and decisional (managing
through action). In this case, Harry managing the situation through the respective action is
inappropriate and only delays the problem.
It is important to act promptly and to ensure that theres no difficulty in doing so. The best way
for harry to do is work together with Human Resources Department to get the personal
information file about Jacob which contains a large number document regarding past charges of
mistreatment towards the subordinates for the past ten years. Its better to try and make Jacobs
understand this negative behavior is real and have effects on other subordinates in the
organization and that he should try to solve this problem so that other employee can begin to
work effectively. This can be done by adjusting certain aspect in his ways of handling things and
behaving a little more appropriate among subordinates.

Launch a full-scale investigation of employee complaints about Jacobs, and make Jacobs aware
that the documented history over the past ten years has put him on thin ice.
A role is expectations for manager behaviour. These roles are divided into 3 conceptual
categories there is informational (managing by information), interpersonal (managing through
people) and decisional (managing through action). In this case Harry managing through action
with launches a full-scale investigation of employee complaints about Jacobs not use the fact that
haven't seen the inappropriate behaviour as an excuse to delay doing something. It is important to
act promptly and Harry makes sure not part of problem. It will be much more difficult to remain
calm and impartial in confronting the difficult behaviour if he partly responsible. Harry can work
together with Human Resources Department to get the personnel information file which is
contained a large number of notes documenting charges of Jacobs mistreatment subordinates for
over past ten years. Harry want Jacobs begins to understand this negative behaviour a real and
experienced by others in the organization the manager or someone from human resources should
begin to coach the difficult employee in display more acceptable and appropriate behaviour.

NEGATIVE IMPACTS OF A BAD MANAGER

HIGH TURNOVER
Its difficult for companies to retain employees if managers are insulting,
abrasive, ineffective or incompetent. High turnover affects productivity,
particularly if there are no other remaining employees trained to perform the
departing employees job. A decrease in productivity doesnt just occur
immediately after an employee resigns, but can linger until a new employee
is trained and able to function effectively in the position. High turnover is
expensive and increases costs for recruitment, advertising and training.
Nevada Business notes that it costs between 25 percent to 30 percent of an
employees salary and benefits package to hire a replacement.
INCREASED STRESS
The strain of working for a bad manager might cause physical and emotional
symptoms that make it difficult for employees to perform well. When you feel
overwhelmed at work, you lose confidence and might become irritable or
withdrawn, affecting your productivity. Stressed employees might be
depressed, irritable or might find it difficult to concentrate on complex tasks.
Anxiety about satisfying a difficult supervisor can result in a type of
emotional paralysis that occurs when employees are afraid to make decisions
or move ahead with a project. Physical manifestations of stress include
fatigue, headache, muscle aches, gastrointestinal problems and difficulty
sleeping. Employees who suffer from the physical effects of stress can
increase the absentee rate.
POOR HIRING DECISIONS
Image is important to bad managers, who often portray themselves as strong
leaders to upper management. Instead of hiring the most experienced and
talented employees, bad managers often target potential employees who

arent likely to outshine them or question decisions. By focusing on their own

emotional needs, rather than the needs of the department when hiring, bad
managers sabotage the ability of the department to work effectively.
Employees who have substandard skills or training make more mistakes and
decrease productivity.
LOWER MORALE
Poor treatment from a supervisor can lead to low morale in the department.
When nothing seems to satisfy the boss, it can be difficult for employees to
maintain a high energy level or enthusiasm for their jobs. When managers
dont understand the importance of praising and recognizing achievements
and providing incentives for good work, employees might feel unappreciated
and unwilling to perform at a high level, or even an acceptable level. The
International Institute of Management notes that employees who feel abused
or unappreciated might leave to work for a competitor, sabotage the
company,
behaviors.

become

emotionally

distant

or

display

passive-aggressive

CONCLUSION
In general, if a traditional practice or knowledge is still in use, even if by a small portion of the
population, it can be considered to be viable. If social cohesion and political authority are still
intact then communal cooperation for natural resource management is still viable, even if de jure
land tenure has been destroyed. In most cases descriptive knowledge has survived better than
management practices and organizational structures.
Developing effective management skills to deal with specific challenges and problems of each
organization is the urgent needs of many businesses and organizations in the global competitive
environment, rapid changing of technology and environment. The new tendency of training and
development of successful organizations over the world today is developing effective skills in
dealing with specific challenge of their own organization to reach their own mission and
objectives in the new organization that characterized by networked, flat, flexible, diverse, global
organization.

Effective Management Skills to help people and organization improving their own
effectiveness and efficiency. Globalisation and rapidly developing technology shows we are in a
period of intense competition. Proper management is vital in these complex environments. The
quality of manager and effective management styles can determine the culture of the
organisation, the productivity of its staff, and, ultimately, success or failure. A manager should
have the ability to direct, supervise, encourage, inspire, and co-ordinate, and in doing so
facilitate action and guide change. Managers develop their own leadership qualities and those

of others. Management utilises planning, organisational and communications skills. These

skills are important in leadership also, but even more so are qualities such as integrity, honesty,
courage, commitment, sincerity, passion, determination, compassion and sensitivity.