Developing a Problem-Solving Attitude A I. II. Time Context: Viewpoint Victor ome!

!, supervisor of the accounts payable section then later became

the office manager of the entire firm. III. Statement o" #b$ective% &u%t: To improve the performance of the rest of the company synonymous with the accounts payable section he supervised. 'ant%: Educate the five supervisors in line with Victor Gomez management style, beliefs and principles. IV. Statement o" t(e Problem How can Victor Gomez delegate distribute the wor! to his employees as the manager of the office" V. Area% o" Con%ideration a. #uthority $ince Victor Gomez is now the office manager, he will be handling more people than that of he was handling when he was the supervisor of the accounts payable section. #uthority will be much needed. He must not

discard his previous leadership style of being strict in terms of wor! performance and being able to appreciate his subordinates. b. %ore employees to handle &hen Victor Gomez was still a supervisor, he handles only five cler!s in his section. 'ow that he is the office manager, he will be managing more than five employees in his company. (ut being the managerial position, he has the power to control the entire company by cascading important !ey points to the supervisors assigned to each section in order to control the performance of the cler!s in each section. VI. Alternative Cour%e% o" Action )elegation of #uthority *n order for Victor Gomez to be an effective office manager, he must apply the leadership style that he used when he was still the supervisor of the accounts payable section. (eing strict with wor! and being able to appreciate ones efforts in doing his +ob well is a good combination in !eeping a good employer,employee relationship. Together with that style, he should delegate authority to the supervisors under him in order to !eep them accountable in performing their duties properly. To address minimal issues, he can as! his supervisors in giving inputs to formulate solutions so that even if he is not present, the supervisors can still be efficient and effective enough to handle their sections properly and diligently. To bac!

this up, he must also allow trainings and seminars for his supervisors and their subordinates in order to carry out their tas!s more effectively.

VII.

)allbac* Po%ition -entralize %anagerial #uthority *f his leadership by delegation fails, he can be the full authoritative manager by centralizing the authority in the company. )ecision,ma!ing is solely done by him but by doing such, it will become very tedious on his part because of the population of the people he is handling. %anaging five people and company matters is very different to handling five people in a section.