As is typical in management development or 360o feedback processes, the manager in this case has solicited feedback regarding his managerial style and, now, he faces the challenge of interpreting the results and deciding his next steps. Roger, the President of Hubert Industries, heaved a sigh of relief after reviewing a consultant’s report containing survey feedback that compared his and his management team’s evaluation of his management style. He thought that the feedback was generally positive although improvement was possible in a few areas. The consultant indicated that Roger’s next step was to meet with his management team to review the results and develop action plans. Roger wondered what he should say at the management team meeting scheduled for the next morning.

1. Dealing with the Results of the Assessment Process
a. What are Roger’s options and their implications?

b. Which option do you recommend? Why?

c. If Roger chooses to address the assessment process at the Management Team meeting, how should he do this? Why?

2. Looking at the Big Picture

a. Management Style Feedback

(i) Why might it be challenging for managers to receive feedback on their management style?

(ii) What organizational systems and processes should be in place to assist managers in enhancing their management style?

iii. What are the strengths and weaknesses of a management style feedback process? How can the weaknesses be overcome?

iv. Are you familiar with any organizations that incorporate a management style feedback process in their human resource practices? If so, describe how that process functions.

b. Participative Management:

i. Is participative management a reality in today’s organizations? Why/why not?

ii. What organizational systems and processes need to exist to assist managers in becoming participative managers?

iii. What managerial values are required in order to make participative management happen?