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MANAGERS MUST NOT LOSE THIER TEMPER
MAY 04, 1997 -
NEW STRAITS TIMES
Synopsis of the case "Not healthy to display anger at
workplace" (NST April 27):
One day, towards the end of 1996, Peter, the marketing
managers of a direct selling company, lost his temper with
Tommy who is the store manager of a very large forwarding
company in Port Klang.
The latter responded by barring Peter from entering the
warehouse complex where Peter's imported products are packed
and stored.
Why did Peter lose his cool?
Owing to a printer's oversight, a batch of non-original
coloured packaging was used to pack Peter's fast moving garlic
pills. When this was discovered, Peter was faced with the
problem of racing against time to prevent the dealers from
running out of stock.
If stocks run out, it will give an opportunity to an
aggressive competitor to penetrate the market which Peter's
company had taken eight years to 'develop.
So when Peter dropped by at the warehouse complex one morning
and saw only eight workers instead of the expected 20 or more
workers, he shouted at Tommy in front of all the workers: "How
do you expect to get the balance 20 tonnes packed by the end
of this week with eight miserable workers?"
Question: What should Peter do and why?
# CHONG SUI FERN, of AMGM Containers (M) Sdn Bhd, Port Klang
writes:
BY yelling at Tommy, Peter only jeopardised his own image and
his company's image. Working life demands that problems be
talked over in a calm and professional manner.
Since Peter realises that he caused a scene at Tommy's
warehouse, he should apologise to Tommy as soon a possible.
Working life calls for sensitivity towards our colleagues'
egotism. Failure to do so will only lead to a soured working
relationships to the detriment of all parties concerned.
Peter should benefit from this experience and learn to keep
his temper under control.
# A. THAMBARANATHAN, of FT Rock Sdn Bhd, Rawang, writes:
WHAT is important here is how to resolve the problem Peter
caused. First of all, it is wrong on Peter's part to shout
angrily at Tommy, especially in front of his workers.
Managers such as Peter should realise that he made Tommy "lose
face".
Secondly, Peter must realise that nowadays even the feelings
of blue collar workers should be respected if he wants them to
be co-operative and productive.
# CAROL CHEAH, of Kuala Lumpur, writes:
FOR having blown his top, Peter should apologise to Tommy to
maintain a good working relationship.
Secondly, Peter should not aggravate the situation further by
complaining to Tommy's immediate superior whom he (Peter)
knows well.
If he does, it will be interpreted that he does not respect
Tommy's position as the store manager and that he is trying to
discredit Tommy to his superiors. We can safely assume that
the complaint will add to the strain between the two of them.
# ANITA SELLADORAI of Sukom Ninety-Eight Bhd, writes:
FIRST, Peter should apologise for losing his temper.
Secondly, he should be responsible for his own actions.
Hence, calling up Tommy's superiors or running to his elder
brother will only prove him to be less competent in handling
the problem he had caused.
In such a situation, Peter should appreciate that companies
need to work together for mutual gains for proper
co-ordination and co-operation.
In fact, Peter should realise that if this relationship with
Tommy is severed, his company would lose a strong ally, Acme
Forwarding, which has a dominant position in the forwarding
industry.
Looking to just rewards for good work done
CASE STUDY:
G.L.T. Autoparts Sdn Bhd is a subsidiary company of a
well-diversified conglomerate. It started manufacturing parts
for the local automotive industry about seven years ago.
The company has four factories in Selangor producing
brake-pads, safety belts, springs and car seats.
Herman, 37, joined GLT Autoparts six years ago as factory
manager of the safety-belt operation. Within three years this
factory became the most profitable plant in the GLT stable.
In early 1994, the group manufacturing director of the
conglomerate, Raymond, 50, posted Herman to the poorly managed
brake-pads factory situated in Shah Alam.
Among the four plants the brake pads factory had been the
least productive since its operation in 1990. Absenteeism and
high staff turnover were signs of low morale. And low
production levels and high reject rates in the quality control
section reflected the factory's problem.
Between early 1994 and end 1996, Herman worked hard as usual
and after three years his efforts were reflected in the much
improved profit and loss statement as well as in the much
healthier morale of the workers.
During a staff annual dinner in a top hotel in Kuala Lumpur
five months ago, Raymond mentioned to Herman that he planned
to put him in charge of the car seats factory based in Tanjong
Malim.
Two weeks after the annual dinner, Herman's wife, Angie,
casually said: "Herb, don't you think that something is not
very right? You have worked so hard for GLT during the past
six years and now the top management wants you to turn-around
another poorly managed operation."
"What do you mean by saying that something isn't very right?"
he asked.
"Well, during the annual dinner I over-heard some talk about
the person who will be promoted to fill the vacancy when you
leave the brake-pads factory.
"He happens to be one of Raymond's blue-eyed boys who plays
golf with the big boss regularly. You have been with the
company six years now and you haven't moved up the corporate
ladder."
Herman interrupted. "Come to think about it you're right.
During the last two years, there were two positions in the
corporation which I could have filled. But they were given to
people whose track records are not as good.
"What do you think I should do? I am not good at playing golf
or socialising with those HQ people."
His wife said: "I have tried to often tell you that you should
visit the HQ once in a while and establish contacts with
people who are your superiors. You always tell me that you are
not interested in rubbing shoulders with them.
"I know you believe in doing your job well. If you have no
relationship with the top management people, senior positions
will not go to you. I may be just a housewife, but that is a
fact of company life."
That night Herman could not sleep. His thoughts went back to
his childhood days in a small fishing village near Mersing.
And how proud his parents were when he graduated from
Universiti Malaya with a First Class Honours in Engineering.
For the first time in his life, he began to be envious of his
peers who had now arisen to the level of general manager. His
wife's words that he should "network" with some senior
management people and Raymond's blue-eyed boys getting
promoted kept coming up in his thoughs.
Just before he fell asleep he remembered vaguely something he
read in an M.I.M. newsletter sometime ago about corporations
employing people based on IQ but promoting them based on EQ or
emotional quotient.
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