Erik Peterson and Hardy

After completed his MBA, Erik Peterson worked in Biometra, a subsidiary of Scientific Materials (SciMat), as general manager. During the nine months in the position, he has met some challenges for Biometra's new product launch. The deadline of the new product launch is approaching but the support from the team is limited. In this case, we will explore the key management issues and provide solutions based on analysis.

Issues:

Peterson's immediate supervisor, Hardy, was inexperienced to the industry. The reporting relationship between Peterson and Hardy was not clearly defined before their first encounter and thus has caused some awkward interactions between them. This situation signaled ambiguity in the company's structure. Furthermore, Hardy was not able to provide any support or clear direction to Peterson when he needed it the most. As it was implied in the case, Peterson was often doubt Hardy's competency as his boss, and on the other hand, Hardy often would become paranoid and be reluctant to accept Peterson's suggestions. The first sign occurred when Hardy was unwilling to sign off on the new support agreements to KOLs that Peterson had drawn up. The second sign appeared when Hardy refused to take any action on Peterson's proposal that has Andrews transferred and replaced with someone more suitable to Biometra's needs. The third sign showed up when Peterson fought hard for an exemption to the supplier change policy, but was unsuccessful in influencing Hardy to reverse the decision as it applied to Biometra.

Burns and wescott don't get along with ach other

Peterson don't know the progress of the KOL relationship

Peterson don't get along with andews

Solution

Leverage the senior mgmt meeting

Give senior mgmt