Summarize the key facts and events of the case, including the critical issues that led to Stephanie Whitney's departure. David Fletcher is a portfolio manager with many years of experience and success under his belt. He is currently a limited partner managing an emerging growth fund for Jenkins Fletcher Partnership or JFP. The company was small when David started and consisted of a CEO, Paul Jenkins, CFO, 2 financial assistants, 4 research analysts, 1 research assistant and a receptionist. David started with JFP and hired Whitney, an administrative assistant, to help him organize his calendar, contact companies and receive messages, etc. Whitney proved capable and eager to learn. Under David's guidance she earned her MBA and was promoted to Portfolio Manager in training. One of its main areas was healthcare, but it also covered retail and the environment. Additionally, Whitney developed a strong network of contacts and was very good at annualizing the balance sheets of potential businesses. However, David still held her hand and did not allow her to fully invest without his input. Plus, she was just starting to attend conferences on her own. Although Whitney had been helpful, David felt the need to form a team to help him with the intensive work of processing all the information to manage the fund. His typical day was consumed with meetings, phone calls, and conferences, and he couldn't maintain this rhythm long-term. Therefore, he discussed the possibility of forming a team with Paul Jenkins and several investment firms before moving forward with the concept of a team at JFP. David Fletcher had no experience in human resources management or the fundamentals of managing an effective team. Hadn't been... middle of paper... Donald appears to be a solid selection who could become innovative members. The future of Donald's business area will depend on his ability to change. Works CitedHill, Linda (2005). David Fletcher. Harvard Business School, 377-387. Kruyt, M., Malan, J. & Tuffield, R. (2011). Three steps to building a better top team. McKinsey Quarterly, (1), 113-117. Effective groups and teams. (n.d.). Retrieved from https://www.betheluniversityonline.net/mba/SectionFramework.aspx?SectionID=654Quirus, E. (2013). Create an environment where your team can engage. Strategic Finance, 95(10), 20-22. Sarin, S. & O'Connor, G. (2009). First among equals: The effect of team leader characteristics on the internal dynamics of cross-functional product development teams. Journal of Product Innovation Management, 26(2), 188-205. Doi: 10.1111/j.1540-5885.2009.00345.x
tags