Change in Management

This week we started off with an analysis of the Change in Management case study about Dr. Lawrence Frymire and his role as the Executive Director of New Jersey Public Television. It was the first time (to my knowledge) that we talked and really focused on leadership instead of philanthropy during the class. We argued who was at fault for Frymire’s resignation. Everyone agreed that communication was a very big part of why Frymire lost his job. The Board didn’t voice their satisfaction with him, but even if he did, I wonder if he would have done anything? There was an instance with Adubato, where the first thing he said to Frymire after a year was that Frymire should resign. However, Frymire just waved it off. He took this approach with many suggestions throughout his career. Did Frymire just not care about his job? Did he not realize that NJPTV needed a change in leadership style? Ultimately, several factors led to his downfall including communication problems and bad relationships with the community and those around him. I can’t help but ask, is there REALLY nothing Frymire could have done to save his position? The take home message that we got at the end of the class was: To achieve as a leader, you must be able to manage your networks, friends and relationships. My question is: Can you manage these relationships when you feel that there nothing is wrong with them?
–Angelica L.

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4 Responses to Change in Management

  1. Devon B. says:

    The short answer is no. Frymire was essentially so focused with his own work and aspirations for New Jersey Public Television that he didn’t take into account the advice of his superiors. Because he was seeing positive, direct results of his management over NJPT, he had no reason to believe that anyone would question or have issue with his organizational approach. By only focusing on NJPT as a business and not considering its larger political, financial, and social connections, Frymire contributed to a cycle which didn’t encourage open lines of communication. Although he ran a successful television network, Frymire would have done a more efficient job if he had consistently checked up on his networks to receive positive and negative feedback about his managing skills.

  2. Diana Mendoza-Cervantes says:

    Although I agree that feedback whether positive or negative, is essential in any kind of mission, it is very respectable for a person to not change their values to please others. Frymire’s position was created to be separate from the very people that strong-armed him into resigning. His leadership and organization yielded results, and he was firm in his convictions. Convictions that were only discarded by contrarians with a mission of thier own, interestingly connected with the newly elected political leaders.

  3. Stephanie B says:

    I believe that Frymire could have saved his position. In leadership class last year, we discussed the effective qualities of leaders and the importance of contextual leadership. The ability to adjust a leadership style depending on the situation or culture, was one of the most prevalent qualities of an effective leader. This characteristic is one that Frymire could have utilized when presented with new circumstances (a new governor). If he had amended his leadership to adapt to the shifting situation, he may not have had to lose his position.

  4. Greg Spina says:

    I personally think he lost his job inevitably. No matter what communication that could have happened, it was obvious that there were personal reasons why some board members disliked Frymire. Although it may not always be fair and just, in a business world, if the people signing your paycheck look at you in a negative way, your termination is inevitable. Generally people are stubborn and i believe that no matter what communication could/should have occured, there was still going to be disgruntled board members and when that happens a change must be made.

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