Ques tioCn

a1- eQue s tio n 1: W h a t m i s t a ke s d i d C h a l o n m a ke a s h e t o o k

over this larg e N o rtBhaAc kmgerrica n division
q Proble
QueCs At ioSnE2: W h a t diff erences in A m eri c a n v a l ue s y s t e m s a n d French v a l ue
of the diffi culties C ha l o n i s f a c i n g a s h e i m p l e m e n t s a ? (B)
new BA s tCr aKteGgR y OU
Lot of challenges are being faced
qs yOl eiv mier by Chalon ; Leadership style
s tN mD ss:Chalon
m i g h t moves to Greenville,
b e a t the root South California
F Abeing
to lead
Sieoatnuopf m4 ,o0n0th0lypepeorpfloerm ance
• ProfesNqsCuE ieosntaiolisn emd is the
di•vis R
and was very critical about poor ts id e§rsJeff Armstrong, the H R head,
acceptance
of o u
q achievement
reviews for sales team
•
S u c ce s s f u l c a re e r conveyed
Fo r h im m i n im u m s ta ndard of B u s inheisms tpheaot
thouf scafapra:b il it i e s
achievement
Always upfront § was
Tandr a1very
i1ned
0 % demanding
as an engineer
and at one of France’s
didn’t
prestigious pcloelleaareg uveesryanfdo rsmubaol rdinates
want raGgreancodmespEla coelenscy§ bSytap rtaeids ian tg an
en co u to cen tra lize§dHOe rigs ahnaivziantgiotnrosuble
• E v en§ifL1 iv0company
e 0d • Meetings
motivating : Direct and
subordinate
• European oil Po werscfohisuml pClEaOinsed– aGbeonuet
% anep dowp olerkdeidnf’otra6g ryeearot s open § Chalon need to turn the division
ihnisthpelaUn .sKh e took it for granted and instead h is
r Ua lly around
m anag ithemiEent stylee a rs
of asking for their views § Com pa D w
I TNEnie STAT
s a r nS 2
e OoFyrg
AM EnR Iized
ahim C A ? and
• Bluntlain gduisaagpeps roving if he didn’t get q Subordinates see as §
or information which he was expecting many
structured in
Blunt
we n t§ aWh eoarkded in 6 different countries – § Arrogant §
detailed
• Tried reports
to hide his expressions even if he was styles depending upon company
different Distant
withSpeaks
pleased four Industry and
History,
q Current situation at § Lacking People
results § D e m o ra lis in g
•Michelin:
Gav§e Tarafeileinligngbeohf ibn edincgomdipsetatintot M an ag e m e n t
skills
inappropriate to discuss about
family § Poor sales and financial results in past
a nd cold by finding it
r s several quarters Power
§ BCG has recommended change of nce : People in U S generally do
Dista
strategy in tyre service business not pect that leader forces
taccept
I n h edmand
ul g ence : U Son is a society that accepts
§ In 2004, hired Chalon to decision
ex
relatively free gratification of basic and natural
implement a turnaround and
reinvent the human desires related to enjoying life and
business by dealing with various having fun compared with France
Question
a r ou nd 2 QuCesat isoen 5: W h a t specifi
ti c s t e p s w o u ld y o u r e c o m m e n d that C h a lon take in order
to turn this situation
?
• Call Upo uanninditial meeting to:
Hall'
• address the situation; C ultur
s
• Facto al H i g h - Low
let the subordinates know that from now on sincere eff o rt s w ou l d be taken
F a c t o rs
• r
Aosns tisetx: tOpen theOdvoeortrnteossg iovfemoepsisnaigocontext
Cfrom Chalon’s side enss and solve -c ontex
• Many covert a n d implicit M a n y ovt ceurltt aunr ed
the big isa
Foster cs relationship
uuel st uorr eproblem
built o l ttrus
s n mu t u am .
essages, with use of m es s a ge s that are
simple explicit
• side
Once the subordinates feel that Chalon is m akmingete affoprths otor aadnapdt troeUaSdsicnegnario, they
too
Trombe t w e e n t h
pe n a a rs '
• woulad nprob
Prioritize &dOrganize:
calbelyaprut Don’t overstretc
efforts hatht eios tnreatclhcguoallts u, grivee
from their
e li nn e s
• nd bottom-up feedbackd e l of
m o
ImplemDeinmt
d m eonere anftceemechanism
theiff r t he other
Q uest io n 4: S h o u l d h es try to a d a p t his st yle to b e m o r e Amer ic a n in the w ay h e pr o vides
etndba
fee
a opsc-dki o n dnlne aad s this
a ow
a m ? Or s h o uCldhhaertarycttoerreims ta§iincPsaeuot hpelen t ikceaenpd
merican t ea mSwpilel bce able to a d ju s t t o h is s t y l e? W ha t a re th e ris k s o f
§ B e li e v e t h a t re la ti o n s h ip s d o n ' t
cwo nosriks t aenntdinpteh reswoanyahlelipvreo sv idseespfaeerad btea c.k in the h o p e that his
• Ad a ptaibftilhiicer
u s in g ei
ty: O n e of the moba jjoer cchtiavraecsteristic s of s u c c es s fu l leader
( or b o th ) a p p ro a c h ?
h a v e m u c h o f a n im p a c t on work
• together without
§t toGtohesee rhaving
odculrtueoverlap a sgood
lea tisioenas iehr itphastheir natrryeingimto pimorptoas entthebsutattuths
Constructive Criticism: § Peopleshould be an between work and
Making one person adap
• ositives highlighted more than
P y b e li e v erelations
e §personal
Believe
negatives hip that good relationships are vital to meeting business
life.
qu o Dif on 4 0 0 0 emthplaoyte peseo ple c a n work
f objectives, and that their relationships with others will be the
us same, whether they are at work or meeting socially.
e § People spend time outside work hours with colleagues and
• Personal Connection: Ask about employees’ family life

• Praise for hard work & effort rather than pointing small mistakes & enlarging them to reach
perfection
Mutual Misreading: Talk with employees & help them decode his message in the way he wanted
• to convey
Socialization beyond work : Get to know the colleagues
• better
Associated Risk: To fill the gap between his staffs and him, he needs to share his personal information which is
• beyond his comfort zone

• Old style of feedback

• Provided very little or no positive

feedback
• Relentless when asked for
improvement
• Straightforward with criticism

• Had a direct style

• Three negative remark for every positive

work
• Expected counter arguments from sub-
ordinates
• Not enquiring whether subordinates actually
agreed
• Upfront with disapproval of
expectation
•
Not showing appreciation
• C O N S for old style of feedback

• Subordinates will remain

demotivated
He m a y lose valuable resources from the
• team
Negative feedback will eventually lower team
• performance
No relationship would get developed between Chalon & his subordinates
•
M a y hamper to achieve end results
•
He wont be able to gain trust and goodwill amon g his team members
•
Q uest io n 3: N o w that C h a lon is a w a r e of h o w his Amer ic a n staff perceive his m a n a g e m e n t
style, w h a t s t e p s w ou ld y o u r e c o m m e n d that h e take in order to impr o v e the w ay h e
mo t i v a t e s his staff ?
• Encourage initiative taking: Three positives for every negative

• Constructive feedback: Appreciate completed task and recognize changes for

improvement
Praises at every stage of work: Address the situations e.g. interaction with
• subordinates
Praise in public and criticize in private: Don’t expect counter-argument from
• subordinates
Should not mind the amalgamation of personal and professional life
•
Foster the friendly environment within the office by indulging with peers and
• subordinates