His most recent hire, Hashem had seemed to accept these conditions when he interviewed him for the job. He had acquired some background in this field, but was not the most qualified applicant Ahmed had spoken with. Nevertheless, because Ahmed had been unwilling to pay the salary that fully qualified applicants wanted, Hashem ended up with the job. Ahmed was not pleased when he learned that the Executive Management Committee of the company had authorized a conversion of the auditing process from a manual system to computerized one. He was given the responsibility of preparing a project implementation plan within three weeks. Ahmed and his experienced staff were consumed with ongoing audits that could not be dropped, and he was forced to give the new project to Hashem. When giving Hashem the assignment, Ahmed made it clear that he was on his own but could call on him at any time. Subsequently, on two occasions, Hashem asked for more details about what he wanted in the report, but he did not receive much specification from Ahmed. Quite often he saw him in passing, and he always indicated that things were fine. Otherwise, Ahmed had no involvement with him on the project. Hashem turned the project in on time, but it was incorrect and needed to be redone. Questions: 11. What is the problem in the above case? 12. Did Ahmed follow the right management style? Give your opinion. 13. What should he do about the faulty report?
Ahmed is a supervisor in the auditing department of a high-profile construction company in Oman. He prided
himself on his no non-sense, direct and independent management style. He wanted hard-charging, competent
auditing personnel who could operate independently.
His most recent hire, Hashem had seemed to accept these conditions when he interviewed him for the job. He
had acquired some background in this field, but was not the most qualified applicant Ahmed had spoken with.
Nevertheless, because Ahmed had been unwilling to pay the salary that fully qualified applicants wanted,
Hashem ended up with the job.
Ahmed was not pleased when he learned that the Executive Management Committee of the company had
authorized a conversion of the
responsibility of preparing a project implementation plan within three weeks. Ahmed and his experienced staff
were consumed with ongoing audits that could not be dropped, and he was forced to give the new project to
Hashem.
When giving Hashem the assignment, Ahmed made it clear that he was on his own but could call on him at any
time. Subsequently, on two occasions, Hashem asked for more details about what he wanted in the report, but
he did not receive much specification from Ahmed. Quite often he saw him in passing, and he always indicated
that things were fine. Otherwise, Ahmed had no involvement with him on the project. Hashem turned the
project in on time, but it was incorrect and needed to be redone.
Questions:
11. What is the problem in the above case?
12. Did Ahmed follow the right management style? Give your opinion.
13. What should he do about the faulty report?
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