Reference no: EM132266972

This case study provides the student with the opportunity to learn about:

• The role of mentoring and coaching

• The interpersonal effect of the evaluation process

• Demonstrates the career development process

• How the performance appraisal process can support organizational goals

Instructions: Please use the case study format below. Points will be deducted from your grade for not following the case study format.

• CASE ANALYSIS:Brief analysis/summary of the case

• PROBLEM(S):Identify the problems/issues

• SOLUTION(S):Solutions of identified problems/issues - the best strategy that can be used to solve the problems if this issue occurred at your job.

What would you do differently or keep the same as what was shown in the example? Why? What if the scenario were slightly different such as; different age groups, different responses, lack of justice. Which methods would you choose to solve the problems now?

• RECOMMENDATION(S):Recommendation: what would you recommend in solving this problem by reviewing the solutions you have the most confidence in. What are the reasons for the preference?

• CONCLUSION:Briefly describe how you would implement the recommendations and/or contingency plan.

Read the following case study. Use the above format to address topics from our course which may apply to this scenario. Topics to cover may include:

• Describe the four steps taken when implementing a goal setting program.

• Describe some of the strengths and weaknesses of having employees conduct a 360 degreefeedback appraisal on a manager.

• Address topics from previous chapters such as: generational differences, personality, perception, theories of motivation, workplace environment, team building, etc.

Your paper should be labeled with each section (analysis, problem, solution, etc) Double spaced, no more than 5 pages, 12 point font, proper reference and citation must be included.

CASE: How 360 Feedback Helped One Manager Get Results

Sean was a newly promoted manager with a major tech. company. With his new position, he inherited a team of 10 supervisors. Most of the supervisors are long-term employees (mostly baby boomers and a few generation Xer's), and Sean is a much younger millennial. Many of the supervisors thought they deserved the promotion and resented Sean's appointment.

He soon discovered that the performance of his supervisors was below par. Sean is very conscientious and has a proactive personality. He spent a lot of time working on relationships with each of them, clarifying service standards and trying to build a cohesive team.

Despite his best efforts, Sean encountered resistance; and performance did not improve. He knew that the supervisors were unhappy and he couldn't get them to talk about their dissatisfaction. When he learned about the 360 Feedback, he decided to use it to ask for feedback about his leadership practices. He hoped that the information gained would provide a basis for dialogue and team building. Most of all, Sean was determined to motivate his team to perform well and meet the organization's needs.

Working with a consultant, Sean selected the behaviors critical to his leadership. This was important to Sean because he felt identifying his strengths and weaknesses would help his personal development. The consultant then met with the team and explained how the feedback would be collected. She assured everyone that the responses would be anonymous.

After the feedback was collected, the consultant met with Sean to help him to interpret the data and establish his priorities for action. She also coached him on how to respond to the feedback.

Over the next few weeks, Sean met with his direct reports individually and as a group. He asked them to clarify certain aspects of the feedback. Sean felt it was important to link goals to the feedback he received. He explained which priority areas he planned to work on first and why he did not plan to alter some behaviors. Sean felt that openly discussing his feedback would create an open and honest environment.

He saw an immediate change in his team. Resistance decreased, productivity increased and a customer service orientation began to take hold. Over time, he was able to rebuild his team of supervisors. They pulled together to become the only team to meet or exceed all established performance goals for the next quarter. They continued to perform well, and within the year Sean received a substantial promotion. He attributed much of his success to the feedback process and the open dialogue it produced.