Smith Financial Corporation Busn 520

Abstract

In February of 1997 the Smith Financial Corporation brought in a new Director of Management, Frank Miller, to help "shake things up in the company". After only eight months at the company, Miller was fired, for problems with professionalism and communication. Miller also withheld key information concerning important decisions that cost the company financially. Communication became the root of the company's problems with Miller. By altering a few key communication methods by both Smith Financial and Frank Miller, the company could have avoided the problems and may have had an excellent employee in Miller.

Introduction

In February of 1997 the Smith Financial Corporation and Frank Miller entered into a business relationship when the company hired Miller as their new Director of Data Management. Miller had come the company with a twenty-year career and ten years of experience in consulting. The company had high hopes for the changes Miller would bring the company, but less than a year after hiring Miller he was fired, ending their business relationship. The problems that lead to Miller's leaving the company were a direct result of communications issues. Through evaluation and implementing changes in communication, the problems that occurred while Frank Millers was with the company, and lead to his eventual firing, could have been avoided (Hattersley, p 54-58).

Analysis

Upon analyzing the case, it appears that a lack of integration process by the Smith Corporation is the root of the problems concerning Frank Miller's employment. The lack of an integration or introduction to the company led to the various other communication problems in the case; such as the way Frank Miller hid imperative information concerning the purchasing of expensive software and the tone he used when communicating with other colleagues through email. In this case Miller was initially given too much control over his division, without enough company introduction. It does not appear that anyone outlined the company's image or vision to Miller, or explained what his role was in the company.

One of those problems that stemmed from Miller's lack of integration or introduction was the blatant and outspoken way in which he talked about the Lotus Notes, a program that the company had been used with for a long time. "During his architectural statement Miller spoke of the ‘sun setting' on Lotus Notes at Smith" (Harttersley, p. 57). Instead he pushed the company to use another program that he thought was more effective for communication.

Frank Miller also did not seem to respect the methods by which the company was run before his arrival. This attitude carried over into meetings with where he consistently explained the errors in the practices of Smith Corporation. "When members of his staff stepped in to explain why things were done in a particular way, Miller pushed these comments aside as ‘excuses' and spoke oh how he sought to ‘fix the problems'." (Textbook, p. 57). He did not take the time to listen to how his division operated before he began making changes. His attitude also implied his unwillingness to work as part of the team.

Another problem that arose was Miller's indecisiveness in relation to company policies. He made a decision on operational procedures, but later recanted and allowed a proposal from the Senior Systems Manager to be put into effect that appears to have contradicted current policies. This was done without a clear explanation to the other employees.

Alternative Methods

To ensure Miller's smooth transition into the company, there are several methods Smith Corporation could have implemented. The first method would have been to have the person currently performing the duties assigned to Miller work along side him for a short time. This would have allowed someone familiar with the inner working of the company to guide Miller into his new position. Working for a new company is not all that dissimilar from joining a new club; there are certain rules and ways to interact that need to be learned by the inductee. Another alternate method of integration would have been to take Miller to a meeting with the staff he would be working with so they could get to know each other (Tips for Successfully Integrating New Employees). Outlining for Miller the things the company wanted to change, and some they did not, may also have alleviated some of the problems. By providing guidelines about certain aspects of Smith Corporation's business, such as the use of certain programs, Miller may not have spoken out so much regarding Lotus Notes program.

Alternative Method Evaluation

Upon evaluation