Promotion and career management - A Harvard Business Case

Extract

[...] These sessions make easier the transition from manager or assistant manager posts at high hierarchical posts. In fact, we shall remember that these training pave the way to a better position in a company or department Hence, I conclude this pyramidal system aims at allowing the associates to learn more and more out-financial skills in order to lead (either slowly or fast) them to the best positions (for the best associates). Even in North America where hierarchical evolution is faster than in western Europe, the executives must abide with many steps (training, collective spirit). [...]

[...] Promotion and career management - A Harvard Business Case Personal characteristics that pushed Michael Boulos's career at Astra First and foremost, Boulos is an elitist: he is a self-made man by starting from the bottom to reach high-ranked social hierarchy. He does his best to improve everything he is undertaking and mainly overtaking his counterparts. This ambitious mind-spirit dates to his childhood. By regarding academic side, obsession to be the first at school, high school and then university was outstanding, a such personality is a typical corporate finance profile. [...]

[...] This failing was a revelatory of Michael's psychology, especially the fact he was quite remote in his childhood, only focused on academic issues. He should have improved on this bad aspect of character. Another scourge is about his denying of opposition, debate which is heavily penalizing for a healthy ambiance within the department. Despite the challenges and constant pressure, there is a social relation at work and managers have to manage it. Boulos seemed to undermine this aspect and this neglecting could certainly be explained by his character and lack acknowledge at this level. [...]

[...] All these measures of prevention should have contributed to keep a «management happy». At last point, Boulos should have amended his way to see his counterparts or subordinates; he regarded them as enemies, especially Jackie. I find back one more time as the consequence of his characteristics mentioned in the first question. From a theory analysis, I believe Boulos didn't fully comply with self-assessment exercise every executive was recommended to follow aptitudes, personality and preferred work environments are the main criteria whom Michael should have improved. [...]

[...] Astra estimated such a training would be value-added in Michael's management. Hierarchy gave him Jackie's return about his way of managing as an illustration of training proposition. Astra perfectly knew Michael's profile and they are aware he would have training about human resources sides. The challenge to cope with Jackie's issue was a type of secretive test for determining his level as a manager. The way he should have managed this issue biased the following of his Astra career. Another one is the emerging confidence by granting prestigious and very pressure missions. [...]