Reference no: EM132446692
Read the following scenarios and analyze each utilizing course content material from the unit we have been studying (class discussions, OHs & readings). Thoroughly analyze and apply specific course concepts to each of your responses in the scenarios (e.g. explain based on the scenario - don't just use terms for sake of terms).
1. Staff Discontent
Your observation is that Sandra is a good worker and always finishes her tasks, but she arrives late because she frequently has difficulty with her childcare arrangements and when she goes on breaks she often takes extra time because she is a smoker. Other staff in the office have told you that they feel Sandra is a favourite. Even though she is the most productive staff member in your view, her lateness and long breaks are creating resentment and an "if she does it so can I" atmosphere in the department.
Q1: As the manager of this area, how would you handle your first conversation with Sandra about these issues? Be specific in what you would say and why.
2. Between equals
You have had several heated disagreements in meetings with Myra, a colleague and peer, over issues you both care a great deal about. It's gotten to the point where you expect things to get positional and confrontational with her and, somehow, they are getting there faster these days. It is not uncommon for both of you to use words like "ridiculous", "out of line", and "fanciful" when describing each other's contributions to discussion and to go on at length to oppose and discredit each other's point of view. You find yourself mentally replaying the debate on your drive home and thinking up even better arguments to meet her points. Your professional relationship is not as relaxed as it once was.
While you can hold your own in a discussion and generally enjoy debate, you're beginning to wonder if this dynamic between you and Myra is turning into a chronic stress for everyone involved, particularly the others at these meetings. You see that what may have been a useful airing of diverse perspectives has become rancorous and personal for you and you would like to talk to Myra as a start at turning this dynamic around.
Q2a: How would you prepare for this conversation?
Q2b: How would you handle it specifically and why?
3. Managing the Managers
One of your "sub-managers" (e.g. a supervisor, coordinator) has come to you at their wits' end. There are two people in their area of responsibility that are in conflict--again. Over the two years that there have been periodic eruptions and he has tried several things, including:
• Listening to the individuals when they come in with complaints about the other and giving them advice on how to handle the situation on their own.
• Holding a business meeting with agenda items that are concrete and lend themselves to problem-solving so that the antagonists get a taste of cooperation and normalcy.
• Staying positive, not playing favourites and maintaining "business as usual".
None of these strategies has made a fundamental difference. In a couple of months someone is back in his office with another story of disapproval of and frustration with their colleague.
As you talk, it becomes clear that the two people vary considerably in their values and beliefs around work and communication.
Q3: What other suggestions do you have for this manager and why? Be clear in your identification and presentation of suggestions.