Please see image for contextCase Questions1. Imagine you are a human resource professional at Swoosh who has been assigned to develop a program for recruiting new managers. Design a job description for the position.2. What qualities and personal characteristics support a higher likelihood of success as a manager?3. What qualities and personal characteristics would make it difficult to be a successful manager? "In Search of Effective Managers"Swoosh Golf, Inc., manufactures and sells a full line of Golf equipmentincluding clubs, Golf balls, leisurewear, and ancillary equipment (bags, rain gear,towels, etc.). The company competes in a highly competitive and fast-pacedindustry against better-known competitors such as Nike, Taylor Made, Titleist,PING, Calloway, and Cleveland. Among the keys to success in this industry are thecontinuous introduction of new club models, innovative engineering and design,and speed to market. As a smaller company trying to stay abreast of strongercompetitors, Swoosh places great emphasis on the management process toremain profitable. At any time, the company will have more than 35 teamsdeveloping new ideas across the entire product range.Swoosh prefers to find promising engineers from within the organizationand promote them to manager. It feels that these individuals, having learned thecompany's philosophy of competitive success, are best equipped to run newproduct introductions.For years Swoosh relied on volunteers to move into management, butlately it has realized that this ad hoc method for finding and encouragingmanagers is not sufficient. The failure rate for these manager volunteers is over40%, too high for a company of Swoosh's size. With such steady turnover amongthe volunteers, successful managers must pick up the slack, and they oftenmanage five or six projects simultaneously.Top management, worried about burnout among these high-performingmanagers, has decided that the firm must develop a coordinated program for1| PageCase AnalysisModern Approach to Project ManagementBy: Shabin Shaikhfinding new managers, including creating a career path in management within theorganization.

Swoosh Golf, Inc., working in a furiously serious industry against deep-rooted rivals like Nike and…

Please see image for context Case Questions 1. Imagine you are a human resource professional at Swoosh who has been assigned to develop a program for recruiting new managers. Design a job description for the position. 2. What qualities and personal characteristics support a higher likelihood of success as a manager? 3. What qualities and personal characteristics would make it difficult to be a successful manager?

Please see image for context Case Questions 1. Imagine you are a human resource professional at Swoosh who has been assigned to develop a program for recruiting new managers. Design a job description for the position. 2. What qualities and personal characteristics support a higher likelihood of success as a manager? 3. What qualities and personal characteristics would make it difficult to be a successful manager?

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Question

"In Search of Effective Managers"
Swoosh Golf, Inc., manufactures and sells a full line of Golf equipment
including clubs, Golf balls, leisurewear, and ancillary equipment (bags, rain gear,
towels, etc.). The company competes in a highly competitive and fast-paced
industry against better-known competitors such as Nike, Taylor Made, Titleist,
PING, Calloway, and Cleveland. Among the keys to success in this industry are the
continuous introduction of new club models, innovative engineering and design,
and speed to market. As a smaller company trying to stay abreast of stronger
competitors, Swoosh places great emphasis on the management process to
remain profitable. At any time, the company will have more than 35 teams
developing new ideas across the entire product range.
Swoosh prefers to find promising engineers from within the organization
and promote them to manager. It feels that these individuals, having learned the
company's philosophy of competitive success, are best equipped to run new
product introductions.
For years Swoosh relied on volunteers to move into management, but
lately it has realized that this ad hoc method for finding and encouraging
managers is not sufficient. The failure rate for these manager volunteers is over
40%, too high for a company of Swoosh's size. With such steady turnover among
the volunteers, successful managers must pick up the slack, and they often
manage five or six projects simultaneously.
Top management, worried about burnout among these high-performing
managers, has decided that the firm must develop a coordinated program for
1| Page
Case Analysis
Modern Approach to Project Management
By: Shabin Shaikh
finding new managers, including creating a career path in management within the
organization.

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