Alex Saner is the new product manager known for his enthusiasm and knowledge expertise, which have also been a source of attraction for the management. However, his intolerant leadership manner has made the employees apprehensive and shy away from him. This pressure and concern is demonstrated at the time of 360 performance review schedule. Sanders is employed at the Toiletries Department of Landon Care Products, which has recently been taken over by an European beauty company. Sanders is guiding the introduction of an European skin care item in the US markets which means collaborating with the global product development group. Sanders meetings with colleagues and direct accounts in the case present the character of a hard inflexible top achiever who makes use of his temper as a managerial style. Sander's 360 evaluation will be done by his supervisor, Sam Glass. This is the first time that the performance evaluation procedure has been implemented at Landon. Sanders is concerned about the worth of the process, as well as his personality match with the organxziational culture and values over the long run. In contrast, Glass wishes to have Sanders in the organization for a longer period of time, but thinks about how the organization can help in grooming this asset.
What behaviors by Alex are having the greatest impact on the 360 degree dataprovided by the coworkers? Which of these behaviors are positive and which arenegative?
What does the 360 degree data tell us about Alex's likely career success? If you were Sam Glass, would you spend more time in helping Sander progress atLandon?
Will Alex do something differently on the basis of the feedback? What doyou think Sam Glass will do?
How well would you do working with a person like Alex as a teammate? As aboss? As a direct report of yours?