M. J. Tasman (a)

5 Pages Posted: 18 Jun 2009

See all articles by Alexander Horniman

Alexander Horniman

University of Virginia - Darden School of Business

Michael Brewster

affiliation not provided to SSRN

Abstract

M. J. Tasman had made the transition to his new organization, having been quite successful in a smaller one. After the first year he was shocked to see the "engagement scores" put forth by his people. He wondered how this could be and what he could do differently.

Excerpt

UVA-OB-0971

Rev. Aug. 23, 2012

M. J. TASMAN (A)

The results of the staff survey were quite disappointing to M. J. Tasman, the general manager of H.T. Consulting. Tasman had been with the firm (a 400-person consulting business) as its general manager for a year, after having left his previous position as CEO of a 100-person consulting business.

When Tasman joined the firm, his new CEO gave him the following objectives:

· Increase the proportion of external to internal consulting work from 75:25 to 50:50.

. . .

Keywords: leadership, leadership style, feedback, personal change, engagement as an enterprise attribute, performance

Suggested Citation

Horniman, Alexander and Brewster, Michael, M. J. Tasman (a). Darden Case No. UVA-OB-0971. Available at SSRN: https://ssrn.com/abstract=1421633

Alexander Horniman (Contact Author)

University of Virginia - Darden School of Business ( email )

P.O. Box 6550
Charlottesville, VA 22906-6550
United States

HOME PAGE: http://www.darden.virginia.edu/html/direc_detail.aspx?styleid=2&id=4329

Michael Brewster

affiliation not provided to SSRN

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