Rebecca Smith of POWCO, Inc. was presented with a difficult decision regarding the future of herself and many others involved with the company. Ms. Smith supported her recommendation of Thomas Pearson for an international position with many examples of the contributions he made at POWCO, Inc. although her counterpart, Nigel Graham, was skeptical of her decision. When Smith and Graham conversed about the recommendation they had each made, Smith seemed to get defensive by implying that Graham must not agree with her because of Pearson’s race. Her unprofessional decision to make this assumption made Graham question how personal this decision had become for her. Smith seemed overwhelmed with the decision that she was faced with and seemed as if
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One bad decision would have a substantial impact on everyone involved with the company. Specifically, Smith would be held accountable for the future of her own compensation, her own chance for promotion, the employees that work in her office, and Pearson’s career. Some of the employee’s working in her office could lose their job if the success of the company starts to decline. Not only could Smith’s employees lose their job, but employees in the U.K. could be in jeopardy if the project launch were to fail. Pearson’s career with the company relies heavily on his success in the London office. Pearson’s family could also be seen as stakeholders, as they would be affected by the direction of Pearson’s career. Smith’s recommendation of Pearson leaves the company as a whole at stake. The company, as a stakeholder, could lose its investors, its reputation overseas, and even capital. Investors, both in the United States and abroad, would be watching the company’s success to know how good of an investment POWCO would be. The home workshop division of the company represented $750 million in sales, the most out of all three divisions. POWCO was extremely interested in the possible success of their presence overseas and by 2010, 30% of the company’s revenues were represented by operations in Europe, the United Kingdom, Latin America, and Canada. It seemed important to the company that the new project manager was capable of being held to …show more content…
Smith should start out by explaining that Pearson had reported to her for three years and that in those years, he exemplified creative and hard-working characteristics. She would need to include is academic background in business administration and his experience selling financial services prior to joining POWCO as a sales representative. While explaining his timeline with the company, Smith could acknowledge Pearson’s first substantial promotion with the company by elaborating on the reasoning behind his promotion to project manager for power saws. Next, Smith would need to present examples of Pearson’s success in this position that eventually led to Pearson’s promotion to head the introduction of the electrical charging system for POWCO’s new line of cordless power tools. One of Pearson’s areas for improvement included the ability to effectively collaborate with others, but Smith would need to present this challenge as something Pearson was able to overcome when assigned as the project manager of the cordless power tools. Although collaboration was not one of Pearson’s strengths, he was able to build the relationships necessary to ensure the job was done well. A key point Smith would need to
One bad decision would have a substantial impact on everyone involved with the company. Specifically, Smith would be held accountable for the future of her own compensation, her own chance for promotion, the employees that work in her office, and Pearson’s career. Some of the employee’s working in her office could lose their job if the success of the company starts to decline. Not only could Smith’s employees lose their job, but employees in the U.K. could be in jeopardy if the project launch were to fail. Pearson’s career with the company relies heavily on his success in the London office. Pearson’s family could also be seen as stakeholders, as they would be affected by the direction of Pearson’s career. Smith’s recommendation of Pearson leaves the company as a whole at stake. The company, as a stakeholder, could lose its investors, its reputation overseas, and even capital. Investors, both in the United States and abroad, would be watching the company’s success to know how good of an investment POWCO would be. The home workshop division of the company represented $750 million in sales, the most out of all three divisions. POWCO was extremely interested in the possible success of their presence overseas and by 2010, 30% of the company’s revenues were represented by operations in Europe, the United Kingdom, Latin America, and Canada. It seemed important to the company that the new project manager was capable of being held to …show more content…
Smith should start out by explaining that Pearson had reported to her for three years and that in those years, he exemplified creative and hard-working characteristics. She would need to include is academic background in business administration and his experience selling financial services prior to joining POWCO as a sales representative. While explaining his timeline with the company, Smith could acknowledge Pearson’s first substantial promotion with the company by elaborating on the reasoning behind his promotion to project manager for power saws. Next, Smith would need to present examples of Pearson’s success in this position that eventually led to Pearson’s promotion to head the introduction of the electrical charging system for POWCO’s new line of cordless power tools. One of Pearson’s areas for improvement included the ability to effectively collaborate with others, but Smith would need to present this challenge as something Pearson was able to overcome when assigned as the project manager of the cordless power tools. Although collaboration was not one of Pearson’s strengths, he was able to build the relationships necessary to ensure the job was done well. A key point Smith would need to