Wendy Peterson
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Report on the case“WENDY PETERSON”In partial fulfilment of WAC course[pic 1].[pic 2] Submitted to: Prof. MADHUSRI SHRIVASTAVA Submitted by: Ramesh Singh – 38 Memo of transmittalTo: Prof. Madhusri ShrivastavaFrom: Ramesh SinghSubject: Submission of case analysis report Dear Ma’am,This document is submitted in partial fulfilment of the WAC course and contains my analysis report on the case “Wendy Peterson”, as my official submission towards the individual assignment component.The report is structured as per the framework which was provided, and comprises my analysis of the case and illustrates the various options to solve the problem statement defined. It evaluates these options on various criteria and makes recommendations. In case you need any further information related to the report, I will be happy to provide it.Yours sincerely,Ramesh SinghEXECUTIVE SUMMARYWendy Peterson, VP sales of Plano, Texas, office of Accountback is in a dilemma on the request of one of her employee Mr. Wu. Wu is asking Wendy to assign him an assistant which is against company policy as only the veteran sales personal gets assistant who have more than 30 clients. But directly negating Wu’s request has created a conflict between the two as Wu is threating to resign from Accountback and will take his client away from the firm, which is also the biggest client of the firm.
After evaluating all the parameters on which Wendy can judge it would be advisable that Wendy should accept Wu’s request but set for him an additional target which he needs to meet in order to get an assistant .This move should be executed with utmost care as it can backfire. Wendy needs to persuade Wu that this new target should be taken by him as a challenge and not extra burden handed over to him.SITUATION ANALYSISWendy Peterson was recently appointed as VP of sales in the Plano, Texas, office of AccountBack, an accounting software and services company. To penetrate market, Peterson hires Fred (Xing) Wu, who was an entrepreneur and was familiar with Chinese business leaders. Wu was born and raised in China, educated for 2 years in the U.S., and immigrated to the U.S. in 2005. Within 12 months of his joining, he had signed firm’s largest client, but Peterson was not happy about Wus performance and is having difficulty in maintaining their working relationship. Wu has requested an assistant after only one year of his service which is against the firm’s policy. Peterson perceives the request as unreasonable, but while responding she needs to consider the firm, her colleagues and the losses that it can incur to the firm.PROBLEM STATEMENTCave, fire or find a new alternative?OPTIONSAccept Wu’s request for an assistant.Reject Wu’s request for new assistant.For an assistant set targets for Wu.Fire Wu and hire someone else with same knowledge as Wu.EVALUATION CRITERIAPersonal reputation.Reaction of other co-workers.Future working relationship with Wu.Firm’s revenue and sales.EVALUATION OF OPTIONSAccept Wu’s request for an assistant:If she accepts Wu’s request for assistant and her personal reputation would be at stake because she is known to be a bold manager in firm but giving in to this employee demand will be taken as a her defeat. Other co-workers will be jealous of Wu and will destroy other’s loyalty towards her. In future Wu can see this as Wendy’s defeat and may bring up some other favors that are not possible for Wendy to grant. Firm’s cost will increase for hiring a new assistant although the client brought by Wu is a big one.