Erik Peterson's Case Study
The problems facing Erik Peterson
Top two problems facing Erik Peterson are his lack of the line communication from Frontline employees in provision of updates, building status and needs. This hampers Erik at his efforts of establishing the position of the 21 towers (Harvard Business Review 3). The second problem is the lack of an established and clear boundary of accountability, responsibility and authority the General Manager's role from top executive managers to floor workers. Erik makes decisions including addressing issues pertaining to potential zoning and salaries for new employees.
Later, these decisions are ignored or questioned by the head office making frequent calls to question the authority of Erik and undermines the progress of the operations. In Peterson's case, he is facing critical server situations in GMCT. This is evidenced where he does not know his boss. He was confused thinking that Jenkins was his boss only to find out that he should report directly to his supervisor, Jeff Hardy. Moreover, Erik was not allowed to receive any comments or advise from Jeff because he lacked experience of operating the system server. This forced him to be isolated in his own position, leading to the behind schedule failure of implementing the system. In addition, one of the biggest issues was Erik's immediate subordinate, Curt Andrew. Curt lacked the required skills and expertise in operating and implementing key aspects of the job of a Chief Engineer. This was the crucial role under the construction system. Therefore, the problems surrounding Erik were so challenging and tough (Harvard Business Review 6).
Underlying causes of these problems
Apparently, the lack of proper communication denied Erik critical information from Frontline employees and managers in the construction project. This is because both the managers and employees were not...
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