Management Evidence Portfolio with Case Scenario and Hypothetical Conversation

This evidence portfolio on management includes a case scenario where a plumbing supplies company employee is asked to become a manager despite having only six months of experience. It also includes a hypothetical conversation on the topic. The bibliography includes sources on corporate social responsibility, strategic leadership, and more.

Running head: MANAGEMENT
Evidence Portfolio
Name of the Student
Name of the University
Author’s Note

1
MANAGEMENT
Table of Contents
Case scenario..............................................................................................................................2
Hypothetical conversation..........................................................................................................2
Bibliography...............................................................................................................................8

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MANAGEMENT
Case scenario
Based on the case study, Jason has worked at a plumbing supplies company which
depends on the CRM software for making a good interaction with their customers. But
according to this scenario, the senior management has instructed Jason to be a manager for
this company and Jason does not agreed with this decision due to have spent at this
organization only for six months. In accordance to his assumptions, he is not able to take all
the responsibilities needed to be a manager. Another employee of this organization, Elaine
who had been working with this organization over several years. But she has not been asked
by the senior management level for applying the manager position.
Hypothetical conversation
Steps Change of
attitude
sought
(Goal)
To whom
(position/name
)
Context
(where,
when,
how)
What will
you say
Shift in
values
sought/
attained
1. Attitude
change for
certainly
proposed the
decision by
the higher
management
level. To be a
manager,
Team leader Informal
chat
during the
break
hours in
staffroom,
fourth day
after
proposed
I am
concerned
about the
changing of
my job
position from
current
position to
manager
I am more
productive in
my current
job position.
But for
manager, I
am quite
nervous to
take this job

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MANAGEMENT
legal or moral
or technical
skills are
required that
are
mandatory for
being a
manager.
the
decision.
position.
Though
having not
proper
experience, I
am not
comfortable
for
motivating
people,
providing
training or
solving any
technical
issues.
Moreover, I
have no
proper
knowledge
about how the
organizational
CRM
software
helps to solve
the customers
role. If the
higher
management
level
concentrates
more on the
experienced
candidates
than
inexperienced
candidates
therefore it
would be
better for me.
This
approach is
too much
difficult for
me to
maintain the
corporate
culture.

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MANAGEMENT
related issues
or maintain a
good
relationship
with the
customers.
2. Attitude
change due to
lack of
technical
expertise. To
be a manager,
lots of
technical
skills are
required to
know to work
with all
resources as
well as
techniques or
tools etc. The
expertise in
the technical
field is most
Higher level
manager
Informal
chat
during the
lunch time
in canteen,
in the
fourth day
after
exposing
the
decision.
I am
concerned
about the
technical
skills which
are required
for being a
manager.
However,
though I have
been working
with the
organization
since six
months,
therefore I
don’t know
all of the
technical
I am more
comfortable
with my
current
position
because I can
provide more
effort for the
production of
the
organization
rather than
the
managerial
position. But
in the case of
managerial
position, I
feel such

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MANAGEMENT
vital for being
a manager
position.
skills
requiring for
managerial
position.
issues
regarding
technical
field and for
solving those
issues, I have
no proper
technical
knowledge.
Moreover,
due to lack of
technical
skills, I
cannot
provide
proper
training to
the
employees in
technical
field.
3. Attitude
change due to
psychological
view.
Operations
manager
Informal
chat over
the
morning
I am
concerned
that I am not
capable to
Though I am
still working
with the
present

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MANAGEMENT
However, I
have not
mentally
prepared to
take the
decision
regarding the
acceptance of
managerial
position.
coffee
time in the
staffroom
in first day
of
providing
this
decision.
take this
managerial
position due
to not having
such
experience
which are
minimum
required for
being a
manager that
means
motivational
or leadership
skills etc.
position,
therefore I
am more
comfortable
with this
position
rather than
the
managerial
position.
4. Attitude
change due to
legally.
Moreover, I
have no
proper
knowledge of
the overall
organizational
legal
Human resource
manager
Informal
chat
during the
coffee
time in
canteen in
the second
day after
publishing
the
I am
concerned
that I am not
prepared to be
a manager
because I
don’t know
all of the
legal
practices for
I am
habituated
with the
workings of
my current
positions. But
the
managerial
position is
too much

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MANAGEMENT
practices that
are required
to know
mandatory to
be a manager.
A manger
should know
legal practice
for solving
such legal
issues.
decision. managing
some legal
issues or
diversity
related issues
etc. I think, I
would be
apply in the
managerial
position, it
obviously
effect on the
progress of
the
organization.
Also,
sometimes,
the legal
issues are
required to
solve some
customers’
related
problems.
difficult me.
It is better if
it is recruited
the
experienced
employee for
this position
therefore, it
results better
for the
organization.

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MANAGEMENT

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MANAGEMENT
Bibliography
Brewster, C., Brookes, M., & Gollan, P. J. (2015). The institutional antecedents of the
assignment of HRM responsibilities to line managers. Human Resource
Management, 54(4), 577-597.
Horlacher, A., & Hess, T. (2016, January). What does a Chief Digital Officer do? Managerial
tasks and roles of a new C-level position in the context of digital transformation.
In 2016 49th Hawaii International Conference on System Sciences (HICSS) (pp.
5126-5135). IEEE.
Kim, K. H., Kim, M., & Qian, C. (2018). Effects of corporate social responsibility on
corporate financial performance: A competitive-action perspective. Journal of
Management, 44(3), 1097-1118.
Shanks, E., Lundström, T., & Wiklund, S. (2015). Middle managers in social work:
Professional identity and management in a marketised welfare state. The British
Journal of Social Work, 45(6), 1871-1887.
Strand, R. (2014). Strategic leadership of corporate sustainability. Journal of Business
Ethics, 123(4), 687-706.
Windsor, D. (2017). Stakeholder responsibilities: lessons for managers. In Unfolding
Stakeholder Thinking (pp. 137-153). Routledge.