1. The initial perception that Turner had about Cardullo is that he was smart, friendly and a charismatic personality. Hence Turner anticipated that he would be given a free hand in his marketing activities, thereby leading way to become the president within two years. With this initial perception in mind, Turner decided to take up this challenging role which had resulted otherwise as time progressed.
Description: Turner initially had a wrong perception about Cardullo whom he thought would be very helpful and supporting. It was due to the confidence given to Turner by Cardullo in the new job and opportunities that propelled Turner to take up this job in Industrial Marketing which has not ...view middle of the document...
As a result, on numerous occasion conflicts broke out between him and Cardullo as they both had different approach towards business.
Solution: Turner should have been given sufficient time to first understand the people in the organization at the time of joining. Had that happened, he would have been able to understand the work culture in a better manner. Since it is vital for any employee to understand the organizational culture in any new organization, Turner should have been given sufficient time to acquaint himself with the business process of the new organization and only when he has good confidence with the business process, he should have been involved in any major business activity.
3. In spite of the CEO, Alan Oliver’s, suggestion that Cardullo should spend full time at MLI and let his staff run his group in San Diego. But Cardullo continued to spend half of the week in each place. This had ultimately led to Turner involving himself into Industrial marketing which lagged excitement of surveys, mass advertising and design of packaging tasks that he had enjoyed in his previous work place.
Description: Cardullo had promised him the kind of autonomy he was seeking, and hinted that Turner might eventually have executive potential beyond running MLI. For now, the autonomy and challenge of making major marketing decisions far outweighed the less glamorous aspects of industrial marketing. All this led to dissatisfaction in the mind of Turner as his current job description was different from what he had signed on for. Cardullo had offered him a free hand in reorganizing the marketing area, and had all but guaranteed that Turner would take over as president within two years. Neither did he received the autonomy he was promised nor the independence in decision making in the pricing department.
Solution: This problem is also resulting due to lack of transparency of job responsibilities among the employees as discussed above. The solution to this problem would also be to ensure the employees are made aware of the job responsibilities and the company’s expectation from him/her. Had this been incorporated as a regular practice in MLI; major issues could have been easily prevented.
4. Despite the initial agreement that Turner had with Cardullo that he would spend his initial months to get a foot hold in marketing. However as Cardullo was not in good terms with the head of sales, Tim Kelly, Turner was asked to take over the ‘Sales’ role within 2 months from the date of joining. With this pre-text, Cardullo insisted that Kelly be removed from the organisation as he found him to be incompetent. On the contrary, Turner found Kelly to be loyal and dependable and as a big asset to the department. Hence Turner wanted to hold off on Cardullo’s decision. (write on the lines of initial tug-off between turner and cardullo and recommendations based on that)
This problem basically came up due to the misunderstanding that arised between...