As director of operations for Little Napoli Pizzerias, Bernard has set a goal of opening fourteen new stores on the West Coast in the next three years. He has chosen Angelina, a highly capable manager who has worked with the company for the better part of a decade, to take on this task. He meets with her, gets her suggestions and feedback, and sets about to ensure that she has the resources she needs to complete the assignment. A year later, the project seems to be on track, with four stores already opened and another four ready to go. However, at the time of their next meeting, with just six months left before the targeted completion date, the project is in disarray. What is the most likely cause for this failure?

Question

A) Angelina failed to get Bernard to clearly outline her responsibilities.
B) Bernard did not establish clear goals for Angelina.
C) Angelina simply lacked the qualifications to get the job done.
D) Bernard did not meet with Angelina at regular and appropriate intervals.
E) Angela did not make it clear to Bernard what resources she needed.

Answer 1

D) Bernard did not meet with Angelina at regular and appropriate intervals.
Explanation: The manager and the subordinate should work together and communicate periodically about the assignment: progress, problems, and ideas. While the subordinate performs the assignment, the manager is available and stays aware of its current status. These checkups also provide an important opportunity to offer encouragement and praise.