Bright and Dedicated: What More Do You Want

BRIGHT AND DEDICATED: WHAT MORE DO YOU WANT?

H. Richard Eisenbeis, Sue Hanks, & Linda Shaw Colorado State University

Case Objectives and Use

The case demonstrates the need for companies to identify specific knowledge, skills, and ability requirements for positions and the need to use proper selection and placement procedures to determine potential success of candidates and to address consequences that may occur when performance expectations are not fully and clearly communicated in the hiring and training process. It further illustrates the importance for individuals to clearly assess their strengths and weaknesses, to evaluate how those play into their potential success, and to assume responsibility their own careers. The case addresses motivation, leadership, communication, selection, training, and performance evaluation. It was written for use in undergraduate and graduate level courses in organizational behavior, human resource management, and accounting.

Case Synopsis

Susan Smith, a successful auditor with a big-six public accounting firm was hired into the position of controller in the accounting department of Marco Pictures, a medium-sized, highly successful motion picture company. Having just received her first yearly Employee Evaluation Review, Susan is very upset at what she was told and what appeared in the written document. Anita Jones, the Vice-President of Finance to whom Susan reported, indicated in the review that Susan was a valuable addition to the accounting department; she was reliable, had strong technical skills, and had been very helpful in completing projects. However, Anita believed Susan was severely lacking in the interpersonal skills necessary to be successful in her present position as controller. Anita suggested that Susan attend the company's monthly production meetings by which she would be exposed to other supervisors and would be kept informed of the status of the company's projects. Anita also told Susan that she would work with her to identify other ways in which she could develop her interpersonal skills.

The case ends with Susan’s wondering what she can do to acquire the level of interpersonal skills needed to function effectively in her current managerial position and having doubts whether she should even try.

______The authors developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructor’s manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 27-29, 2005, North Falmouth, MA. All rights are reserved to the authors and NACRA. © 2005 by H. Richard Eisenbeis, Sue Hanks, and Linda Shaw. Contact person: Sue Hanks, Hasan School of Business, Colorado State University – Pueblo, 2200 Bonforte Boulevard, Pueblo, CO 81001, 719-549-2882, [email protected]