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中文CASE Study
The following case study on which we focus is that of two division managers--peers--but who work under the same roof and report to an executive vice-president in another location.
Situation：
Sandy and Harvey each manage a major division of an automotive manufacturer. Both divisions happen to be located under one roof. While each division has its own intact manufacturing department, the two divisions share a common set of support departments--human resources, purchasing, and material handling.
Therefore, the two general managers must cooperate with one another in managing the support functions. Sandy's division has higher sales but smaller margins, while Harvey's division has lower sales and larger margins. Harvey accuses Sandy of limiting profits through unnecessary spending, and Sandy retorts that Harvey limits growth by excessively tight controls.
DEMENSION |
LEVEL |
||
Extraversion |
Introvert (E-) |
Ambivert (E=) |
Extravert (E+) |
Openness |
Preserver (O-) |
Moderate (O=) |
Explorer (O+) |
Agreeableness |
Challenger (A-) |
Negotiator (A=) |
Adapter (A+) |
Conscientiousness |
Flexible (C-) |
Balanced (C=) |
Focused (C+) |
Analysis：
The keys to the dynamics of this relationship are Sandy's high O and moderately low C interacting with Harvey's low O and moderately high C. We have a flexible explorer who's willing to try innovative methods, but who neglects the bottom line. On the other hand, we have a focused preserver who's fixated on efficiently milking the status quo but who is blind to opportunities for change and growth. These two managers can learn from one another. Perhaps they could institute a once-a-month "I'll take one of your suggestions, and you take one of mine" session where they agree to listen to each other.