50 Case Studies for Management and Supervisory Training

50 Case Studies for Management and Supervisory Training

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Case 44 (continued)

Case Discussion:

A System’s Migration to New Skills

Summary

Bob Williamson was the manager of the Men’s Furnishings Group at the Dukes and Nobles

Northridge Mall store. Bob managed about 20 employees in four units. One of Bob’s unit super-

visors was Pat Dekkar. Pat was about 15 years older than Bob and was about that much more

experienced in retail sales than Bob. Bob went into the Management Associates Development

Program directly after graduating from college.

About six months ago, Dukes and Noble began a “systems migration,” during which the anti-

quated computer and information system would be replaced by a more integrated, state-of-the-art

system that allowed a number of functions to be carried out at one spot. This system linked all the

different departments in the Dukes and Noble system to headquarters on a “real time” basis. The

new system made profound changes in all the jobs in the company. For example, every sales

associate could now make direct entries regarding virtually every product, customer, or financial

transaction.

As the kick-off for the new system neared, all employees were brought in for a comprehen-

sive four-day training program, with managers and supervisors being trained first. Bob and Pat

attended one of the early programs together. Bob felt that the training, while not perfect, was gen-

erally very comprehensive and helpful. Participants received a manual. Pat approached the train-

ing with enthusiasm, although he had limited experience with computers.

It has been a month since the new system started. While all the other employees have now

achieved a level of mastery, Pat has not. He shows repeatedly that he is not comfortable, nor pro-

ficient, in doing certain transactions. His poor performance with the system is now affecting cus-

tomers as they wait for him to complete routine transactions.

Bob is sensing that Pat is becoming frustrated too. Pat seems to be hiding his discomfort from

Bob. Bob would like to deal with this problem but feels that Pat does not want to discuss it. Still,

the problems are mounting, and unless there is progress soon, Bob may be forced to take actions

he would rather not take.

Answers to Case Questions

1. Is there a training problem?

There is clearly a performance problem on Pat’s part. Pat has yet to show a minimum level o

f

proficiency in operating the new system. This problem remains after Pat has completed a for-

mal training program and has received the same work experience as all the other employees.

During that time, the other employees learned the system well enough to operate it.

It would be more precise to label the problem as more of a learning than a training program,

although they are closely linked. The issue facing Bob is how to create some new kind o

f

learning plan that would help Pat move to proficiency. Unfortunately, Pat seems to be painting

himself into a corner by not wanting to discuss the problems he is facing.