Lee Cockers Case

Symptoms:

Lack of time on the part of Lee;

"Self-fulfilling prophecy" by Lee to Ed;

Limited communication;

Limited discretion for managers by Lee - authoritarian leader;

"Halo effect" for Lee by Ed;

Defensive managers;

Ed has established working style is not accustomed to consult with a problem, as it believes that it is a manifestation of incompetence -Liy expected of him just the opposite;

Lee 'lack of patience to train / advise managers;

Leadership style Lee is ineffective;

             Problems:

The inability of managers (Ed and Don) assertiveness;

Ineffective relationships between Lee and district managers;

Lack of quantitative and qualitative communication between Lee and district managers;

Lee knows what it takes to be a "superior officer", but does not allow managers to develop in a way that would allow it;

Lee has no interpersonal effectiveness

Summary

Hello colleagues. For starters, let's introduce you to the structure of our presentation, I will present a brief case that our team considered then colleague Gergana will make a brief description of the people in the organization that are relevant to Casey, then colleague Victoria will acquaint you with symptoms and problems of the case and the end again I will present our proposals for a decision on sluchaya.I so without further organizational details, let me tell you about the case and Lee Coker.

Lee Coker is manager of production at one of the main plants of the company of the 100 best companies in the Fortune magazine. He has five subordinate regional managers who report to him. He reported to the TS, director of the plant. Over the past year he has been busy planning a new product line that is considered important for the future of the plant. Ed is one of the regional managers. Lee Coker was very happy when managed to secure his transfer from another plant of this object, since the preparation of Ed and his extensive experience as an engineering manager seemed like a guarantee that will enhance and strengthen the team.

At first the work of Ed took off. He even made friends with two other district managers Alex and Don. They often told him what to expect from Lee. No particular problem had not occurred in the first nine months of the work of Ed this post. Communication between Lee and Ed was very limited both developed polite, if not warm relations.

Following the surrender of Lee, however, communication between him and Ed became more intense and sharper. According to Ed Lee pressed him with many questions;

 check everything, even things that are usual practice;