Case Study: The Micromanager - Essay Example

the CEO, and his marketing department manager, Shelly, is an internal issue that will have to be resolved for the external corporate goals to be attained. The solution to this dilemma is found in understanding the performance pressure faced by each individual, the communication approach of management in general, and the specific leadership style of the CEO. Based upon a review of the facts in the case study, George’s management style is not creating the proper environment for his marketing personnel to flourish.

A balanced leadership style that clearly communicates the objective—and the path to that objective—will have to be employed to empower both the marketing department and the company to prosper and be effective. Performance Pressure. It would be easy to accuse George of micromanagement and lay the cause of the company’s problems, as well as Shelly’s disenfranchisement, at his feet. This, however, is too simplistic. There is a valid reason for George to sense the need to control the operations of the company; the board is not happy with his performance.

While some CEO’s might be in a position to control the board, George has been brought in by this board to replace the founder. They are in a position to oversee the company’s performance, and their direct involvement in this situation is not inappropriate. It is widely recognized that “[o]ne of the boards most important responsibilities is to elect a CEO and.directors must be involved in evaluating and developing the current CEO.” (Felton, Hudnut, Witt 164). The pressure that George feels from the board is real.

Equally genuine is the pressure that Shelly feels from George. A competent executive, Shelly is fully aware that the marketing department needs to step up and bring in the sales. The problem here is that the performance pressures are not being handled constructively. The board has expressed confidence in the marketing department, and is focusing the pressure on