question archive Synopsis CEO Tony Bussard apparently wanted to relinquish none of the power when he agreed with board members of Alvon Biometrics to maintain control over the financial and administrative side of the company while naming a COO to oversee day-to-day operations
Synopsis CEO Tony Bussard apparently wanted to relinquish none of the power when he agreed with board members of Alvon Biometrics to maintain control over the financial and administrative side of the company while naming a COO to oversee day-to-day operations
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Synopsis
CEO Tony Bussard apparently wanted to relinquish none of the power when he agreed with board members of Alvon Biometrics to maintain control over the financial and administrative side of the company while naming a COO to oversee day-to-day operations. Juan Carlos De la Vega was hired as COO for the company. De la Vega came to Alvon from a smaller rival company and was initially excited about his new position and the future of Alvon. But De la Vega’s exciting new position came with its own set of frustrations as he tried to plunge into the rapidly changing technology while simultaneously fitting into the organization and tip-toeing around Tony Bussard’s ego. One year into the job, De la Vega was still wondering what was expected of him. De la Vega’s earnest efforts to get guidance about his responsibilities seemed to be brushed aside by the CEO.
The confusion about De la Vega’s role also filtered down the ranks. Employees, expecting initiative from De la Vega, remained uncertain about his range of responsibilities. Even one year later, employees were reluctant to take a chance on angering Bussard by shifting their attention and allegiance to De la Vega. De la Vega knew it was time for clarity.
Questions:
1. If you were De la Vega, what would you do at this point? Do you think De la Vega has waited too long to make a substantial change in his relationship with Bussard? Why?
2. How would you characterize De la Vega’s style as a follower? What tactics might help improve his relationship with Bussard? Explain.
3. If you were in De la Vega’s position, what would you have done from the beginning? Be specific about your actions and timing.
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If I were De Le Vega, I would approach the firm's chief executive officer regarding my designation and role in the company while ensuring I discuss what the company’s goals and objectives are within my department. In this regard, there may be several approaches I could use concerning my confrontation of the issue. Firstly, I would arrange for a meeting where I seek an appointment with the CEO. I would then compose questions regarding my concerns and the general expectations of the organization. After that, I would employ directness in my strategy of inquiring these questions from the boss.
However, De Le Vega has waited too long to make a substantial change in his relationship with Bussard because he could have used the first initial phase of his employment at the company to recognize his colleagues, understand their duties and establish working relationships with them. Instead of ensuring he made relationships with his colleagues, for instance, with the CEO, De Le Vega waited for these individuals to reach out to him. As a follower, De Le Vega is cautious. He takes his time and approaches his issues after waiting for the best opportunity to arise. However, he would employ more directness and precision to acquire feedback in good time. Also, to improve his relationship with his boss, Erasmus (2020) states that it is important to acknowledge the former’s working style and allow for natural growth concerning the relationship. If I were in De Le Vega’s position, I would have done what I would have done from the beginning to invest my time in understanding my working environment.
