Letter of Transmittal
To: To: Professor Seema Khanvilkar From: Group 6 Date: 19th March, !1" Su#$ect: Martha %inal&i: Shoul& she sta' or shoul& she (o) This report is inten&e& to present ar(uments for Martha %inal&i*s career a&vancement+ t is recommen&e& that she shoul& resi(n from Potomac -aters -aters an& $oin Deep Dive Pi..a /o mpan'+ mpan'+ Executive Summary
Martha is currentl' 0orkin( at Potomac -aters as an ssistant Pro&uct Mana(er for the 2ran& nvi un&er the 3ealth Drink Division+ She is currentl' unhapp' 0ith her 0ork an& is face& 0ith a &ilemma of 0hether she shoul& continue 0orkin( 0ith her current team for the same #ran& or speak to 2autista an& 0ork for another #ran& or she coul& even $oin Deep Dive 0here she ha& &one her summers+ The criteria that Martha 0oul& look out for are scope for &evelopment, appreciation of her 0ork, market con&ition, salar', role an& responsi#ilit' an& $o# satisfaction+ 4n evaluation, the #est possi#le option for her is to $oin Deep Dive+ Situation Analysis
Martha, an M2 0ith stren(ths in marketin( in mana(ement information s'stems, $oine& Potomac as an assistant pro&uct mana(er in the 3ealth Drinks Division in 5une !!+ Prior to this, she ha& interne& in Deep Dive an& (aine& a lot of reco(nition+ fter her M2, she ha& the option of $oinin( Potomac or Deep Dive 0ith a hi(her salar' than Potomac+ fter consi&era#le research on Potomac, he selecte& Potomac for the reputation the compan' ha& for provi&in( trainin( an& e7posure 0hich le& to marketin( e7cellence+ She consi&ere& the learnin( e7perience more important than the salar'+ 3er 0ork at Potomac 0as menial, much contra&ictor' to 0hat she e7pecte&+ 3er superior 8atalie al0a's kept her lo0 on priorit',, har&l' assi(ne& her challen(in( tasks, never spent time in trainin( her an& ma$orl' priorit' communicate& throu(h emails+ To a&& to it 0as her straine& relation 0ith her colle(e 5amie+ 5amie came across as a ver' col& man 0ho 0as &ifficult to please an& ha& a stron( stereot'pe of M2s #ein( arro(ant+ 5amie use& to #uck pass his 0ork to Martha+ Martha share& a ver' (oo& rapport 0ith the other mana(ers+ She 0as often &istur#e& #' the fact that thou(h other mana(ers coul& see her potential, her superior, 8atalie, never notice& it+ 4ne of the rarest interestin( assi(nments that Martha 0orke& on 0as to pro$ect %4 for marketin( activities planne& for nvi+ 8atalie use& her report to impress the seniors #ut &i&n*t (ive her an' cre&it+ To a&& to all this 0as her confusion 0hich arose 0hen 5amie aske& her to 0ork on his Po0erPoint Presentations 0hen she 0as alrea&' assi(ne& 0ork #' 8atalie+ 3er (ro0in( frustration compelle& her to #e ru&e to 5amie in an attempt to e7plain him the importance of her 0ork as 0ell+ This entire conversation 0as for0ar&e& to 8atalie 0ho instea& of supportin( Martha, took 5amie*s si&e+ She communicate& it to Martha that she shoul& al0a's listen to 5amie #ecause 5amie 0oul& assi(n 0ork for Martha*s (oo&+ She ma&e (enuine attempts to 0ork out her euation 0ith 5amie, #ut in vain+ She 0as even upset #ecause her performance revie0 0hich 0as &ue 0asn*t (iven to her an& 0hen she aske& for,
8atalie 0asn*t ver' intereste& either+ 8atalie appreciate& her 0ork an& critici.e& her lack of takin( initiative+ -hen Martha came to kno0 a#out the rumor of 5amie an& 8atalie*s affair, she coul& connect the &ots+ She $oine& Potomac 0ith hi(h career aspiration an& 0as &isappointe& 0ith the 0a' thin(s 0orke& for her+ She is no0 contemplatin( ho0 shoul& she (o a#out her career+ Problem Statement
-hat shoul& Martha %inal&i &o for her career a&vancement)
Options:
1
Sta' in her current position at Potomac -aters
2
sk 2autista to reassi(n her to a &ifferent #ran&
3
ccept a stan&in( offer at Deep Dive Pi..a
Criteria for Evaluation: 1
Scope for Development
2
ppreciation of 0ork
3
Position of responsi#ilities
4
5o# Satisfaction
Market /on&itions
!
Salar'
Evaluation of Options:
Potomac -aters 0as a &evelope& or(ani.ation 0hich &i& 0ell even in the #a& econom'+ Martha 1 $oine& Potomac at a lo0er salar' as compare& to Deep Dive hopin( that it 0oul& train her in all aspects of marketin(+ 2ut thin(s 0ere not (oin( as she planne&+ There 0as little scope of &evelopment in the current or(ani.ation as she 0as not (iven much responsi#ilit'+ 3er #oss, Follet 0as never approacha#le an& she 0oul& often communicate throu(h short emails+ 3er 0ork 0as not appreciate& or ackno0le&(e& an& she 0oul& often (et miniature tasks from au(han an& Follet+ &ifferent #ran& mi(ht ai& her leanin( an& &evelopment+ 3o0ever askin( 2autista 0oul& #e a hi(h 2 profile move an& she mi(ht come across as a &ifficult emplo'ee to 0ork 0ith+ -ork appreciation at other #ran&s coul& (o either 0a' as it 0oul& &epen& on the people in that &epartment rather than the mana(ement+ 2ut she 0oul& still not (et as much as responsi#ilities as she 0oul& in Deep Dive+
3 Deep Dive 0as still an entrepreneurial firm an& its future seeme& ver' much &epen&ent on successful rapi& e7tension+ The salar' packa(e 0as more attractive than the one offere& at Potomac+ 3ere, she 0oul& (et more responsi#ilit' 0here she 0oul& report &irectl' to P+ The /;4 ha& taken a personal interest in Martha an& appreciate& her 0ork+ 2ut she &i& not kno0 the P there an& 0as unsure of 0hat their relationship 0oul& #e+
Action Plan
Martha shoul& approach the /;4 of Deep Dive Pi..a an& talk a#out the pro#lems she is facin( at Polomac+ She shoul& inuire a#out the roles an& responsi#ilities she can assume if she can come #ack to the firm+ She shoul& then inform 8atalie an& 2autista a#out her leavin( the compan'+
