INEXPERIENCED MANAGERS

Inexperienced Managers

Inexperienced Managers

Introduction

I would disagree with my coworker on her statement that “Using the right analysis tool will compensate for inexperienced managers." If the manager does not know how to use the tool then the tool would be useless even it is right for the situation. Nevertheless, the statement can work in certain situations including routine, daily, or rather mundane decisions, like cost controls, quality controls, or staffing questions. Because of the nature of these situations, an inexperience manager with the aid of the right tools will soon gain experience and skills.

On the other hand, analysis tools can be helpful to the finance or accounting departments of a company than they do operations managers (Bonnet, 1998). The reason is that the functions, the quantitative analysis, require for the decision process are made possible by the analysis tools. With the help of these tools accounting and finance managers can do several simulations so they can learn from their mistakes.

Keep in mind however that when data is entered wrong, then decisions made may not be optimal (Butcher, 1999).

Example

Jack was a high potential associate with an MBA and was a recent graduate of the company's internal management training program. Little in his background prepared him for his first significant management assignment in his mid 20's. Thrust immediately into the spotlight, he was responsible for a three shift operations department of over 100 people and was expected to create a weekend shift, effectively managing a 7 x 24 production environment.

The department he inherited had poor quality, dissatisfied internal and external clients, a weak management structure, heavy turnover, high overtime and severe processing backlogs. Additionally, pressure to convert to a new processing system was draining many experienced and capable resources from production.

Only months after being named to a newer and more challenging role, my boss asked me to spend three days a week for an indefinite period of time helping Jack. I agreed despite misgivings since I was in a new role myself. Fortunately, my new team was experienced and very capable which made it possible for me to take on this internal consulting role (Fahey, and Randall, 1998).

In his inexperience, Jack initially thought the circumstances he inherited along with the dissatisfaction signals from various constituencies were a normal part of the job and had to be survived. He thought that if he worked as hard as he could ...