Question

THEORY X VERSUS THEORY Y

You’ve been at Magnetar Logistics Solutions for nine years and earned a reputation for leading a team that gets done what you say it will get done when you say it will be done. Now your sales team is close to landing a new 10-figure contract with an established client, Peterson Warehousing, Inc. You brought Peterson on board six years ago and have since grown and nurtured the relationship, and gotten to know this client in depth. One of the reasons you’ve achieved so much over the years is that you’ve always trusted your team members and given them the room and support they need to operate in their own way. They’ve repaid you by coming through time and time again with top quality solutions that always matched clients’ needs. But Peterson is a different case—at least it seems that way to you; —it’s your baby and it’s a big account. You know Peterson better than anyone else, and now you’re facing a very hard deadline in only weeks, which will determine whether or not you get the new contract. At this point you’re doing a lot of close supervision on this project and not giving team members very much space to operate. There are many complexities with Peterson that you’re worried the team will overlook, but which you are on top of. The team as a whole is starting to feel the impact of your switch in management style.

What are the consequences of your shifting management style midstream on this project . . . for success with the client? . . .for your team? . . . for your reputation as a successful Manager?

Answer 1

Since the team leader has already built his positive reputation among team members and has also received the support of the team every time, the team members would in this case also understands the need of the situation to change the management style for the betterment of the team to grab the new project. The team leader should make the team members understand the complexities involved which could pose a major threat if overlooked and in which team members do not have much experience to handle. There should be balance between close supervision and complete freedom to do the work in their own way, which the leaders have already maintained in his team. in the beginning there would be reluctance from some or many team members but due to the trust which was long built between the manager and the team, the manager would get the full support of the team members and whether his reputation as a successful manager is ruined or not will depend on the results due to the shift in the management style