When a New Manager Stumbles, Who's at Fault? HBR Case Study and Commentary

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Management article

Reference no. 96201

Authors: Gordon Adler (Harvard Business School); Thomas J Delong (Morgan Stanley); Ellen Hart (Gemini Consulting); Kathleen Collman (Putnam Investments); John Doumani (Johnson & Johnson Pacific); Joseph L Galarneau (AT&T); Julie Johnson (The Reid Group)

Published by: Harvard Business Publishing

Originally published in: "Harvard Business Review", 1996

Version: 1 March 1996

Revision date: 30-Jan-2013

Length: 20 pages

Topics: Employee training; Career planning; Employee promotions; Management skills

Share a link: https://casecent.re/p/44866

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Abstract

Rafferty Goldstone, the protagonist of this HBR case study, was one of Bulwark Securities' hottest sales reps, but he dreamed of management. So he was elated when he was chosen to fill a manager's slot that had opened up on the East Coast. Now, six months later, he's in deep trouble and doesn't know where to turn for help. But who's responsible for Goldstone's floundering? And can anything be done to direct him down the right path? In 96106 and 96106Z, commentators Thomas O Jones, Mary Jo Bitner, Eric Hanselman, Christopher A. Swan, Teresa A. Swartz, and Terri Capatosto offer advice on this fictional case study.