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.uII Verizon '5' 9:15 AM 6 Bella's.pdf Though she had learned many valuable lessons managing the firm in the mall, she recognized that she had limited decision-making experience. She was hoping to make a career move that would enable her to have direct input regarding all top management decisions of a salon. That was the main reason that she decided to take the General Manager's position at Bella's. Her career goals were almost identical to those of Bella's owner 12 years ago. Illa had achieved what Kris aspired to achieve. Also, her background was essentially the same as Illa's - Kris had discovered a new role model. What could be better? As Kris sat at her desk this morning, things didn't appear nearly as ideal. She began replaying three events in her mind: 1. After the offer but before accepting the position, Kris had spent time with Lynne (the previous general manager of the organization), discussing a variety of topics. Bella's numbers had deteriorated dramatically in the past year. Profits were down; absenteeism was up; turnover, while not dramatic, was higher than it had been in the past five years. And while no formal performance appraisals had been done in the past year, Lynne provided her assessment of the performance of all Bella's key people. It was clear that Lynne felt each manager was performing significantly below their capabilities, and significantly below previous levels of performance. After their discussions, several things stood out to Kris. First of all, Lynne was very reluctant to criticize Bella's employees. But between promises of secrecy and reading between the lines, it was clear that Lynne had serious concerns - and they centered around Illa. As their discussions continued, Lynne doubted Illa's ability to provide Kris the autonomy needed to effectively manage Bella's. This appeared to stem primarily from two things: a) Illa's unexpected interference with limited information about the issues or problems, and b) Illa's tendency to regularly monopolize the manager's time on trivial or personal matters , keeping the manager from focusing on the needs of the salon. 2.After the time with Lynne, but before taking the position, Kris spent three days at Bella's. She had stayed at the spa from opening to closing to visit with all the employees. While the conversations had been pleasant, it seemed pretty apparent that many, if not all, seemed reluctant to be totally honest. Though none had directly put down the cempany Or the owner, body language and incornplete or evasive answers had concerned Kris at the time. She worried that employees simply did not feel good about their jobs or the company. .uII Verizon '5' 9:15 AM