Peter Dunham (A and B)
Author: Kets de Vries, Manfred F. R. INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 1995.Language: EnglishDescription: 3 p. + 1 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: From the moment he was hired by a multinational firm after earning his MBA, Peter Dunham was on the fast track. He soon found himself promoted to the post of director of new business development. Although Dunham's superiors were satisfied with his performance, resentment was building among his subordinates and colleagues, who were critical of this way of dealing with people. He had become rather exploitive, claiming others' ideas for his own, and was notorious for his angry outbursts. Dunham decided to ignore his critics and focus on rising further in the company. One day, however, matters came to a head. Dunham arrived at work to find a note telling him that the CEO would like to see him on an urgent matter. Dunham expected the CEO to tell him that he had been selected for a seat on the board of directors, but as it turned out, the CEO had something quite different and quite negative, to discuss with himPedagogical Objectives: This case focuses on the issue of the roots and results of irrational behavior. Dunham is a fictional example of a young manager whose need to excel is based in part on feelings of unworthiness and insecurity left over from his childhood. Students are asked to think about what made Dunham behave the way he did, and how the CEO should handle this situation.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Europe Campus INSEAD Publications Display | Consultation only | BC000211 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
This case focuses on the issue of the roots and results of irrational behavior. Dunham is a fictional example of a young manager whose need to excel is based in part on feelings of unworthiness and insecurity left over from his childhood. Students are asked to think about what made Dunham behave the way he did, and how the CEO should handle this situation.
From the moment he was hired by a multinational firm after earning his MBA, Peter Dunham was on the fast track. He soon found himself promoted to the post of director of new business development. Although Dunham's superiors were satisfied with his performance, resentment was building among his subordinates and colleagues, who were critical of this way of dealing with people. He had become rather exploitive, claiming others' ideas for his own, and was notorious for his angry outbursts. Dunham decided to ignore his critics and focus on rising further in the company. One day, however, matters came to a head. Dunham arrived at work to find a note telling him that the CEO would like to see him on an urgent matter. Dunham expected the CEO to tell him that he had been selected for a seat on the board of directors, but as it turned out, the CEO had something quite different and quite negative, to discuss with him
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