What do you think of larissa approach of working with

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Reference no: EM133380953

Case Study: After Larissa Nonni, the case manager at a Florida immigration firm, took a brief medical leave, she returned to work to widespread complaints that a new assistant was too slow for the office's pace. 'Translations were lagging, clients were not getting their calls returned, and immigration application forms were taking forever to finish," she says, As the team leader, it fell to Larissa to address the situation. Rather than calling out the assistant's lagging performance, Larissa instituted a new policy under the guise of getting more organized. It involved a brief one-on-one Monday morning meeting to go over that week's caseload and tasks. "I would go down the list with her about what was pending for each client, and I'd give her a deadline for each one, Larissa says. By the end of the first week, the assistant's performance had already markedly improved. She still wasn't as familiar with the details of cases as some of the other employees who had been working in the office longer, but she was working faster and meeting deadlines. Larissa made sure to compliment her performance and tell her she was a valued member of the team. "I realized that she probably didn't even realize she was lagging at first.' says Larissa. Without clear expectations, 'how could she know?' Source: O'Hara (2017)

Case Study Questions

1. What do you think of Larissa's approach of working with her assistant?

2. Would the 'Monday morning meetings' work in other environments? Why or why not?

3. What role did the compliments play in facilitating the assistant's work?

Reference no: EM133380953

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