When Danielle Oviedo showed up for her first day as the manager of the Distribution Center at Numi Organic Tea in Oaklan

[answerhappygod]

When Danielle Oviedo showed up for her first day as the manager
of the Distribution Center at Numi Organic Tea in Oakland,
California, her new direct reports were not happy about the change.
They loved Oviedo’s predecessor, who was more like a friend to
them. Numi’s director of operations, Brian Durkee, was looking for
someone with specific skills and experience when he hired Danielle;
popularity wasn’t on the list. Durkee hired Danielle because of her
effectiveness and success as a manager in previous positions. She
also had experience leading much bigger teams in similar
departments. Growing 180 percent in one year can wreak havoc at a
small company like Numi; Durkee needed managers who could respond
to the demands of rapid expansion, minimize the bumps along the
way, and grow with the organization. Prior to Danielle’s arrival,
lead times for customer orders were far from competitive, and
Numi’s inability to process orders efficiently had caught up with
them. Most of Numi’s food service customers sell Numi teas
exclusively in their cafes, restaurants, or hotels. Although loyal
customers love Numi’s products, some were considering taking their
business elsewhere because inventory receipt was unpredictable.
Danielle quickly observed that each employee in the Distribution
Center tended to perform his or her task in isolation with little
attention to anything else. To solve this problem, she trained all
the Distribution Center employees in every critical task and
process, explaining how all the pieces fit together. In the future,
everyone on her staff would perform multiple tasks depending on
what pressing deadlines loomed. A great example of today’s new
manager, Danielle helped her team understand their jobs on a
conceptual level so they could see how their work and success
linked directly to Numi’s larger goals and success. Turning this
very different group of workers into a well-oiled team that felt
invested in the future of the company didn’t happen overnight. Some
people resisted and resented the added responsibility; they weren’t
used to the flexibility or increased communication required by this
new way of working. Eventually Danielle’s team started to click.
Their new-found effectiveness, combined with her planning and
organizing skills, as well as some key innovations, made a huge
impact on lead times. With additional tweaks and time to practice
the new Distribution Center regime, Danielle’s team cut lead times
for international orders by about 75 percent—from 15 to 5 days.
Lead times for domestic orders historically averaged 3 to 5 days.
Since Danielle has gotten things under control, orders often ship
the same day or within a maximum of 2 to 3 days Numi’s customer
service manager, Cindy Graffort, is thrilled about Danielle’s
achievements and said none of these changes were possible before
Danielle arrived, even though serious attempts had been made
previously to address inefficiencies. According to Cindy, the
dramatic changes were a direct result of Danielle’s ability to come
up with innovative solutions to the problems plaguing the
Distribution Center. When asked for more insight into Danielle’s
managerial success, Cindy can’t say enough about Danielle’s
impressive human skills. Unlike old-school managers, who would hide
in their warehouse offices and manage employees from afar, Danielle
usually can be found out on the floor “working with her teammates
to ensure they understand the process and being supportive.”
According to Durkee, Danielle is a “calm and assertive leader [who
people] grab on to . . . and follow.” No matter how crazy things
get in the ware-house with huge, time-sensitive orders coming in
and going out, Danielle keeps a “calm, cool head,” which helps her
team stay calm and focused. She inspires confidence that everything
will get done—and it does. As for Danielle’s take on her management
style, she thinks her practice of asking team members for their
suggestions yields amazing results. While she implements many of
their ideas, the real coup is that As for Danielle’s take on her
management style, she thinks her practice of asking team members
for their suggestions yields amazing results. While she implements
many of their ideas, the real coup is that her team members come to
work every day knowing anything is possible.
Questions 1. What would you consider to be some incompetence of
Danielle’s predecessor’s friendly to treatment to her
subordinates?
Identify and examine any three (3) of Daniella’ predecessor’s
incompetence
2. How would you describe the possibility of Danielle’s of rise
to top level management in the near future? Discuss any three (3)
competencies/skills of top management.in relationship to the
personal qualities of Daniella