Another Staff Meeting.June Hanks had worked for Jim McLin for almost a year, but she was still not accustomed to the last-minute meetings. It was difficult to predict when they would occur. Some meetings might come within days of each other, whereas other meetings might be months apart. No matter when they were scheduled, she could count on one thing: they would be set up at the last minute. June knew that most of the other six managers in the department, who also attended these meetings, felt the same way she did: Jim's supervisory style could be somewhat frustrating.Although not yet accustomed to Jim's last-minute meetings, June was not particularly surprised to learn that a meeting scheduled had suddenly been scheduled for that afternoon at 3:30. She asked Rudy Bronstein, the co-worker who told her of the meeting, what it was about. Rudy just shrugged his shoulders as if to say, "Who knows?"Jim's staff were assembled in their meeting room at 3:30 as was common, Jim arrivedabout 10 minutes late, apologising profusely. As he settled into his chair, he said: "It's been a while since our last meeting, and I felt like we all needed a chance to catch up on what was going on in the department and throughout the rest of the company."June caught Rudy's attention and rolled her eyes. All of their meetings started like this, she thought, and they usually led nowhere. She soon discovered, however, that this meeting would be different. After going around the table and obtaining a brief report from each of his staff members, Jim announced: "We have got to take care of this red-tape problem."He paused as if to let the message sink in, but there was nothing shocking about it. Since the first day June worked for Jim, she had heard him complain that his department spent too much time on "red-tape" -his code word for a lot of detailed procedures that he felt people followed too closely. Jim liked to expand on this topic at every occasion, although almost everyone else felt there was no effective way to reduce or cut out the variety of organisationally required forms and procedures they had to complete. June felt like telling him that there were far more important issues to focus on.

Organisational LeadershipMANCOSA40"I'm really serious about it this time," Jim continued. "Iwant each of you to bring me at least three ideasfor how we can cut down on the red tape we have here. I'll expect them in writing on my desk first thing tomorrow morning." June could not hold her tongue any longer. "Jim, that's a very difficult task to complete. I was planning to work late tonight on that Howard project you assigned me last week. I just can't do them both. Besides, if we have an urgent problem to take care of, it's this new VIP service programme. It's causing a lot of problems for everyone at this table."The VIP service programme was an initiative Jim had begun a few months ago. The intention of the programme was honourable: to provide the best service possible. However, in practice, the programme was a nightmare. It obligated anyone in the department to stop whatever they were doing in order to fix a problem of any magnitude. Jim did not see the need for addressing why the problem occurred to begin with or for trying to distinguish major from minor problems. As a result, his staff had their ongoing work. June knew that all of her co-workers had been complaining about these problems, and she noticed supportive smiles and nods from others around the table.Jim paused for a minute, looking at June. He then said, "June, you know that you haven't had much experience with this programme yet,and besides, I know that what you'd propose can't be done and wouldn't work anyway. No, let's stick with the red-tape problem."Jim looked around the group. "Now, let's see what else is going on. Who'd like to share any further ideas or suggestions?" there were no volunteers, and Jim had to do some considerable coaxing to receive any additional comments.He finally ended the meeting after 15 minutes of forced, half-hearted discussion. Everyone left quickly without saying a word to him.Source:Clardy, A.B(2005). Case Studies in Management Training. Jaico Publishing Mumbai.Case

Questions1.Evaluate how well Jim managed this meeting.

2.Discuss what he could have done differently to make it productive