Analysis of Erik Petersen

CASE REVIEW:

ERIK PETERSON (A)

I. Background:

a. Petersen is general manager of Green Mountain Cellular Telephone (GMCT) which is one of 12 cell sites operated by Cellucom (GMCT is 1 of 3 still in construction)

b. GMCT is a pre-operating system, that will serve 400,000 people and operate 21 cell sites; 16 sites were anticipated to be ready by the turn-on date and five others in the eight months following

c. GMCT is one month behind target because of numerous problems, the revised turn-on-date is April 1 (from Feb. 1) and Petersen is scheduled to meet with Knight in two weeks to discuss various problems that have led to delays

d. NOTE: Petersen was initially informed by Jenkins that he would be reporting directly to him, however this never turns out to be the case; Petersen envisioned his interaction with Jenkins to be similar to that of Jenkin’s relationsip with the new manager hired in Sacramento)

II. Problems causing delays

a. Interpersonal/Team-dynamics

Petersen

i. Petersen vs. senior management at Cellucom

1. Constantly get push back on his ideas and corporate is reluctant to support his initiatives (e.g. reassigning Andrews, compensation packages for Burns and Hanes, changing subcontractors)

ii. Petersen vs. Jeff Hardy (Director of Budgets & Plans, later promoted/demoted to assistant director under Chip Knight after management restructure)

1. Hardy