Managerial Communication

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Main Problem and Reasons for the Problem

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Case Analysis Form
Muhammad Jehanzaib Khan (ERP 11660)
Smith Financial Corporation (SFC)
There were several fundamental flaws from SFC’s senior management and
Miller, which eventually led to his termination.
The old resource in the S&P had 3-15 years of experience in the firm and despite the post being vacant for over 1 year and none of them weren’t given a chance to lead this department and it was directly under Jones.
The senior management hired Miller with a goal to restructure and reorganize the Information Department; the real need of it was not discussed with the existing team members.
Problems with Miller’s Management and Communication Style:
Since the very first task assigned to Miller, he made it clear that he wanted things to be done his way and imposed his decisions on the staff. Miller was given too much liberty and as he exploited the freedom given to him; a sense of disownment amongst the staff arose. Without considering the fact that SFC had invested in a new software platform Miller showed no sensitivity to the company’s investment and staff. Although Miller took comments of the data management team, in reality he adopted an arrow approach claiming the staff’s comments/feedback as mere excuses, by which he lost his credibility. This approach de-motivated the staff and it was seen that a few people associated with Lotus left SFC.
In the times of urgency in his encounter with Mary-Han the email sent to
S&P department was very demeaning and had a negative approach. It quite directly stated that the proposed solution was a “work around” or previous practice is flawed and SFC Information System team’s previous working styles would not be acceptable in future. Additionally it also showed that exceptions were allowed to the