Reference no: EM132702506
Rob has a problem. Rob is Vice President of Operations in a small manufacturing firm and his Administrative Assistant, Sandra, is stationed in the next office. Sandra also has an assistant for herself, a young woman named Marilyn.
Lately Rob has become concerned about Sandra's treatment of Marilyn, which he clearly overhears coming from their office. It seems that Sandra is managing to find fault with just everything that Marilyn does these days, and she lets Marilyn know it.
As far as Rob can see, Marilyn is pretty competent when it comes to her job. She has a very good attendance record, seems to handle her work well, and is almost always in a good mood. However, Sandra's constant haranguing is beginning to show.
Rob tried to address his concerns one day by jokingly saying to Sandra, "Why don't you lighten up a bit on Marilyn". Sandra took no notice.
Sandra seems to be unaware of the whole situation. Except for her effect on Marilyn, she is more than competent at her work. She is quite tenacious and effective at expediting a formidable workload. She also has the kind of personality that excels in her position.
Rob doesn't want to lose either of his employees, but he senses that Marilyn may not be able to put up with Sandra for much longer.
1. Identify the different types of power Rob and Marilyn have.
2. Using the CREEK acronym, identify how each of the tools can be used to convince Sandra to change her behaviour.
3. What factors should Rob consider before deciding how to approach Marilyn?
4. The factors that should Rob consider before deciding how to approach Marilyn are as follows;
5. What options does Rob have?
6. Using the above scenario, identify what Rob could view as the components of GRIP.
7. If Rob came to you as the Human Resources Manager and asked you to deal with the situation, how would you handle it? What could you do to ensure a satisfactory outcome?
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