嘉文博译留学文书/MBA Essay Writing CASE SIX

小 目 录
Essay 1
Essay 2
Essay 3
Essay 4
Essay 5
Essay 6
Essay 7
Essay 8

Essay 6

Describe a situation, either professional or personal, where you faced a particular difficulty. What was the outcome, what did you learn from the experience and what would you do differently if faced with a similar situation again? (500 words)

In 2001, when I was acting as the general manager of the Beijing branch, SVA Group, I encountered a difficult and perplexing problem. Our company had hired Mr. Ge as the department manager in charge of sales and distribution. Mr. Ge had earned an MBA degree and had previous market sales experience with a similar product at another company. Due to his educational and work background, I thought that he would be an ideal candidate for this position.

In his first merit evaluation, Mr. Ge’s performance was rated as inadequate. As the head of his department, he failed to reach the assigned goals with his team of employees. Because his intellectual and personal skills were seemingly sufficient for the job, I looked for other possibly external factors that kept Mr. Ge from executing his tasks as required. I encouraged him not to give up and gave him some constructive suggestions on how to improve his department’s performance.

Still, with his second merit evaluation, he still failed to complete his sales tasks. Through private discussions with his colleagues, I found that his management and teamwork ability were good. At this stage, I decided that there was no need to have a face-to face interview, so I arranged more informal meetings by having lunch with him. In this way, I did not put Mr. Ge “on the spot” and tried to discover what the problem was. Rather than focusing on his specific tasks, we talked about how he viewed his department and his colleagues, how he thought he could contribute to the company, and how he considered his future evolution within the organization. I thought that maybe he was having a temporary personal problem that was causing his poor performance. Other people at the managerial level in my company suggested that he be transferred to another department or fired.

With mixed emotions, I decided to keep him as the department manager. I knew that this was a tough problem because I could not find a satisfactory explanation for the department’s poor performance. What made things even more serious was that despite my meetings with him, there was still no improvement in the department’s product sales. Our major rivals surpassed us and we lost a considerable amount of market share. Finally, I was forced to dismiss Mr. Ge. I never did figure out the reason for the declining sales or whether it was his fault or the company’s. To this day, I regard this matter as the most severe failure of my professional career.

As a result, I have made some profound changes when dealing with employees. Rather than giving Mr. Ge so many chances, it would have been better to have transferred him to another department with a fresh start. There was too much at stake to have put the enterprise at such risk. Sometimes a change is necessary. A timely adjustment in this situation would be best for all involved, from the employee to the company to our end customers.

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