In reviewing the case of Fred Maiorino, a successful salesperson for Schering-Plough for over three decades, a lot of factors came into play in which were not favorable for both Fred, who as a result lost his job, and the management of Schering-Plough, in particular Jim Reed, the sales manager for the company.
Fred’s sales territory spanned across eastern Pennsylvania and western New Jersey, and as an added bonus for any sales role, he had a charming personality and used this skill in developing relationships with secretaries and nurses of medical institutions. He was very efficient in his work and would not waste the customer’s time when he would call on businesses. He also had a wealth of knowledge on the products he sold, and…show more content… If Jim would have followed up with his request of Fred, the psychological damage caused to Fred would have been minor, if none at all. In order to have created a positive work environment, Jim should have approached Fred in person and followed up his request for advice when he began his new role at Schering-Plough. Because Jim never followed up with his request of Fred, he failed in his attempt to develop as a positive role model. By not allowing Fred to give insight and work together in an attempt to increase sales, he felt as though he was devalued and interpreted the shun as a sign of disrespect. Perhaps Jim never followed up his comment to Fred as he was experiencing declining sales growth and needed to focus on his own job before giving the time to mentor others, but it should have been communicated as such to Fred rather than not bringing it up at all. Communication is key in relationships, whether it’s personal or professional, and not communicating decreases the opportunities for a positive work…show more content… Being a micromanager is instituting a belief that all decisions must be made through them as they have a lack of faith in their employees completing the job. When you micromanage, you rarely develop people but instead exploit them, preferring to control results rather than inspire creativity. Jim’s management technique is seen as a practice where he “bosses” his employees and lacks confidence in their work. As a result of micromanagement, the employee is left with a negative feeling and a stifled work environment.
In an attempt to pad his case for firing Fred, Jim spent an extraordinary amount of time out of the office driving around, attempting to locate his employees. As a manager, time is better spent in the office strategizing business opportunities that would give their sales team a better opportunity to develop more sales for the company. When time is spent tracking employees, there is less time for other managerial duties to be performed in the office. Perhaps there should be other measures in place such as online tracking programs like