Individual Case Study

Case Description

        In David A. Garvin’s article, All the Wrong Moves, Don Rifkin, CEO of sport-supplement product, ”Nutrorim,” has to navigate the logistics of his newly released product being placed under investigation with the department of health. Don’s primary method of management is through collective agreement, and talking through problems with his senior managers. There is clear tension amongst his senior management team, most of which is instigated by Steve. When faced with the potential recalling of Nutrorim’s new product, Steve is an outspoken advocate for keeping the product on the shelves – with clear disregard for his colleagues trying to make him see a different perspective. This divisiveness and abrasiveness ultimately leads to the company using a consulting firm to gather internal feedback on the inner workings of the company. The consultant’s presentation suggested that since the CEO was unwilling to make “definitive calls” (Garvin, All the Wrong Moves, pg 23), the staff felt like the decision-making process was too drawn out and, ultimately, frustrating. When Don attempted to form a decision-making subcommittee, he volunteered Nora, who was visibly unhappy with the newly volunteered role. When Don spoke to her about the matter, she suggested that rather than be in “meetings about meetings” (Garvin, All the Wrong Moves, pg 23), Don should “take a more dictatorial approach to decision making” (Garvin, All the Wrong Moves, pg 23).

Case Diagnosis

        I think that Garvin’s All the Wrong Moves illustrates what would have happened should Paul have been selected CEO in Russ Edelman and Tim Hiltabiddle’s article, The Nice Guy, where the main character in the case study fell was passed over for consideration for a promotion because his leniency and indecisiveness led to inefficiency in the workplace. In All the Wrong Moves, Don tries “to foster a happy, participatory, democratic culture at Nutrorim”. He does this for a couple reasons – as a Minneapolis-based company “Minnesota nice” was the cultural standard, and because of a past personality conflict Don faced when working with a dictatorial boss, he is stubbornly being diplomatic in an act of defiance (Garvin, All the Wrong Moves, pg. 20). Though seemingly a noble and pleasant managerial approach, Don’s style of management actually causes tension and hardship amongst his staff, because the participation of all is a strain on team members that don’t necessarily need to be involved in a particular project. For example, Nora, an entrepreneur of a recently acquired company, found herself in the conversation for deciding the presentation of Nutrorim’s new product – a conversation that she didn’t have to take part in. When she later found herself volunteered for a decision-making subcommittee for the company, she spoke out about her stress about the upcoming marketing launch, and suggested that rather than pawn off decision making on the entire staff, Don should just step up, act as an executive, and make definitive decisions in a more dictatorial approach to streamline the operations of the company. By doing this, Don would allow his senior management team to allocate their resources to other projects that could ultimately be of better benefit to the company. By allocating his staff’s time more appropriately, they may feel that their work is being appreciated, which will increase workplace motivation and office morale (Robbins & Judge). This would, in turn, increase job engagement and loyalty company-wide, resulting in a more efficiently and effectively run business (Robbins & Judge).

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