DIANAS DISAPPOINTMENT: THE PROMOTION STUMBLING BLOCK.Click here to have a similar paper done for you by one of our writers within the set deadline at a discountedRosemary Maellaro, University of Dallas Diana Gillen had an uneasy feeling of apprehension as she arrived at the Cobb Street Grille corporate offices. Today she was meeting with her supervisor, Julie Spencer, and regional director, Tom Miner, to learn the outcome of her promotion interview for the district manager position. Diana had been employed by this casual dining restaurant chain for 12 years and had worked her way up from waitress to general manager. Based on her track record, she was the obvious choice for the promotion; and her friends assured her that the interview process was merely a formality. Diana was still anxious, though, and feared that the news might not be positive. She knew she was more than qualified for the job, but that didnt guarantee anything these days.Nine months ago, when Diana interviewed for the last district manager opening, she thought her selection for the job was inevitable. She was shocked when that didnt happen. Diana was so upset about not getting promoted then that she initially decided not to apply for the current opening. She eventually changed her mindafter all, the company had just named her restaurant manager of the year and trusted her with managing their flagship location. Diana thought her chances had to be really good this time.A multi-unit management position was a desirable move up for any general manager and was a goal to which Diana had aspired since she began working in the industry. When she had not been promoted the last time, Julie, her supervisor, explained that her people skills needed to improve. But Diana knew that explanation had little to do with why she hadnt gotten the jobthe real reason was corporate politics..Click here to have a similar paper done for you by one of our writers within the set deadline at a discountedShe heard that the person they hired was some superstar from the outsidea district manager from another restaurant company who supposedly had strong multi-unit management experience and a proven track record of developing restaurant managers. Despite what she was told, she was convinced that Tom, her regional manager, had been unduly pressured to hire this person, who had been referred by the CEO.The decision to hire the outsider may have impressed the CEO, but it enraged Diana. With her successful track record as a store manager for the Cobb Street Grille, she was much more capable, in her opinion, of overseeing multiple units than someone who was new to the operation. Besides, district managers had always been promoted internally from among the store managers, and she was unofficially designated as the next one to move up to a district position. Tom had hired the outside candidate as a political maneuver to put himself in a good light with management, even though it meant overlooking a loyal employee like her in the process. Diana had no patience with people who made business decisions for the wrong reasons. She worked very hard to avoid politicsand it especially irritated her when the political actions of others negatively impacted her.Diana was ready to be a district manager nine months ago, and she thought she was even more qualified todayprovided the decision was based on performance. She ran a tight ship, managing her restaurant completely by the book. She meticulously adhered to policies and procedures and rigorously controlled expenses. Her sales were growing, in spite of new competition in the market, and she received relatively few customer complaints. The only number that was a little out of line was the higher turnover among her staff.Diana was not too concerned about the increasing number of terminations, however; there was a perfectly logical explanation for this. It was because she had high standards for both herself and her employees. Any employee who delivered less than 110 percent at all times would be better off finding a job somewhere else. Diana didnt think she should bend the rules for anyone, for whatever reason. A few months ago, for example, she had to fire three otherwise good employees who decided to try a new customer service tactica so-called innovation they dreamed uprather than complying with the established process. As the general manager, it was her responsibility to make sure that the restaurant was managed strictly in accordance with the operations manual, and she could not allow deviations. This by-the-book approach to managing had served her well for many years. It got her promoted in the past, and she was not about to jinx that now. Losing a few employees now and thenparticularly those who had difficulty following the rules was simply the cost of doing business..Click here to have a similar paper done for you by one of our writers within the set deadline at a discountedDuring a recent store visit Julie suggested that Diana might try creating a friendlier work environment because she seemed aloof and interacted with employees somewhat mechanically. Julie even told her that she overheard employees refer to Diana as the ice maiden behind her back. Diana was surprised that Julie brought this up because her boss rarely criticized her. They had an unspoken agreement: Because Diana was so technically competent and always met her financial targets, Julie didnt need to give her much input. Diana was happy to be left alone to run her restaurant without needless advice.At any rate, Diana rarely paid attention to what employees said about her. She wasnt about to let something as childish as a silly name cause her to modify a successful management strategy. Whats more, even though she had recently lost more than the average number of employees due to personality differences or miscommunications over her directives, her superiors did not seem to mind when she consistently delivered strong bottom-line results every month.As she waited in the conference room for the others, Diana worried that she was not going to get this promotion. Julie had sounded different in the voicemail message she left to inform her about this meeting, but Diana couldnt put her finger on exactly what it was. She would be very angry if she was passed over again and wondered what excuse they would have this time. Then her mind wandered to how her employees would respond to her if she did not get the promotion. They all knew how much she wanted the job, and she cringed at how embarrassed she would be if she didnt get it. Her eyes began to mist over at the sheer thought of having to face them if she was not promoted today..Click here to have a similar paper done for you by one of our writers within the set deadline at a discountedJulie and Tom entered the room then, and the meeting started. They told Diana, as kindly as they could, that she would not be promoted at this time; one of her colleagues would become the new district manager. She was incredulous. The individual who got promoted had been with the company only three yearsand Diana had trained her! She tried to comprehend how this happened, but it did not make sense. Before any further explanation could be offered, she burst into tears and left the room. As she tried in vain to regain her composure, Diana was overcome with crushing disappointment.Discussion Questions1. Within the framework of the emotional intelligence domains of self-awareness, self-management, social awareness, and relationship management, discuss the various factors that might have led to Dianas failure to be promoted.2. What competencies does Diana need to develop to be promotable in the future? What can the company do to support her developmental efforts?.Click here to have a similar paper done for you by one of our writers within the set deadline at a discounted
Use the order calculator below and get started! Contact our live support team for any assistance or inquiry.
[order_calculator]