Case Analysis of Jamie Turner at Mli, Inc.

                                           Case Analysis of Jamie Turner at MLI, Inc.

      Kathy D. Thigpen-Wright

                                             Organizational Leadership and Behavior

Dr. Raymond Smith

Howard University

                                                   Introduction
       “Management can be defined as a set of activities directed at an organization’s resources with an aim of achieving organizational goals in an efficient and effective manner “(Griffin, p. 39).  In the case of Jamie Turner at MLI, Inc. he was unable to meet the author’s definition of effective management due to many factors that were in place and persistent upon his hiring.  Those factors include, role ambiguity and differences in personal management styles that led to the issues between Jamie Turner and Pat Cardullo, the President of MLI, Inc.

                                                               Background

Jamie Turner was a very talented 32 year-old MBA, who started his first job at Wolf River, a paper products company soon after finishing graduate school. During his very successful three year tenure at Wolf River, Jamie Turner became a product manager and later a senior product manager. Despite Jamie’s success at the paper company, he didn’t feel challenged in his daily routine. Jamie yearned for more autonomy.  This yearning led to a short stint at Lambowland.com, an on-line sports marketing company.  The idea of moving to Lambowland was appealing to Jamie because he was immediately offered the Vice-President role.  The VP role would offer him lots of autonomy, as well as, salary premiums and stock options. Unfortunately, Jamie did not fully research the opportunity at Lambowland and within a short period, the company’s financials and lack of security caused him to have to look for a new position elsewhere. Turner began looking for a new job and while searching, hears about MLI from an executive search consultant. With the necessity of a job looming, he takes a meeting with the president of MLI, Pat Cardullo. Cardullo is very charming and ready to let the young,

talented Turner have the freedom he desires, including his position as president when he leaves in the next 24 months. Jamie was intrigued by what he saw and heard about MLI, although he was not very excited about the lighting business. He accepted the offer from MLI, Inc. without much further research. Soon after Turner accepts the offer at MLI, Cardullo starts to show impatience, arrogance, avoidance and autocracy, which makes Turner stressed and leaves him regretting joining MLI.

                                          Key Problems and Suggested Solutions

Role Ambiguity

MLI President, Pat Cardullo had promised Jamie the kind of autonomy at MLI that he was eagerly seeking. Cardullo had offered him the opportunity to reorganize the marketing department and had all but guaranteed that Turner would take over as president within two years.  Cardullo even hinted to Turner that because he was such a dynamic talent that he might have executive opportunities beyond running MLI. Turner took on the challenge of coming to MLI even though he was not excited about the industrial lighting business. He was intrigued by the autonomy and challenge of making major marketing decisions. However, once he came onboard to MLI he found that Cardullo often undermined his authority, thereby diminishing his autonomy. Pat Cardullo had promised autonomy to Jamie, but he continued to split his time between running the operation in San Diego and the other half in Chicago. He continued to do this even against the wishes of the company’s CEO Alan Oliver. Cardullo continued to engage in the areas where Jamie was supposed to have control including decision around pricing.

The roles of Turner and Cardullo became increasingly ambiguous despite the initial agreement that Turner had with Cardullo. This amongst other instances of role ambiguity led to Turner’s dissatisfaction with his current job.

Proposed Solution

Clearly the ambiguity of who was responsible for what led to tensions at MLI. A solution to this problem would have to start with Turner and Cardullo sitting down to meet prior to the arrival of the CEO. Jamie should ask for a clarification of role and responsibilities from Cardullo. Based on that clarification, an organizational chart with roles and responsibilities should be produced and widely disseminated amongst all members of the staff.  The organizational chart would increase efficiency and effectiveness and improve communication for the entire organization. Providing clear job responsibilities and company and division goals to the employees as soon as they join the organization would increase the efficiency and effectiveness and would lead to more goals being met.

Differences in Personal Management Styles

     Jamie Turner has a completely different personal management style than Cardullo. Turner in his dealings at MLI showed that he although he values autonomy he still has more of a relationship-oriented interpersonal managerial style. He values people and cares what happens to them. Cardullo on the other hand, is very volatile, unpredictable and increasingly aggressive in his dealings with staff. Cardullo has a reputation for frequent outbursts, even in staff meetings and disgracing others in public. Pat Cardullo has not shown concern for the feelings of other people and he sees people as either competent or incompetent. By in large , he does not  trust people he deems incompetent. Cardullo’s style is the direct opposite of Turner’s managerial style