Alpha Mills

he knew he did not have the organizational culture to reach it. In order to change the culture

policies and procedures. Staff to have the relevant training to be able to fill their role

Managerial problems due to absence of successful correspondence causing communication breakdown issues. Additionally no feedback when individuals expanded or transferred to another support manager.

I also sensed that delays in some respects were being created to enable staff to claim money with regard to overtime. Therefore, I was still identifying issues in respect of staff member’s psychology in respect of meeting targets as their views still appeared disjointed and addressing this and progressing staff through change with regard to addressing work load management in respect of meeting all key performance indictor would initially be a difficult task to achieve especially in respect of meeting the business plan and Ofsted’s expectations in relation to areas such as cost, consistent supervision and guidance in respect of work load management and training need.

1) Lack of open communication - Companies hierarchical structure is quite wide and there is a big gap between senior management and base-line workers. There seems to be enough communication between senior and middle management (Marc Fontaine to meet manufacturing director and Redgrove plant director), but there seems to be not so open communication between Middle management and floor level managers (Page was hesitant to talk to Marc). The assumption-observation error is one of the critical errors in communication, and Marc being a newbie might have to establish that trust and open communication channels to better understand the needs to floor workers.

‘provide clear information, supervision and training for employees and ensure that suitably competent people are

As a result Dr Brownlow decided he needed to develop his senior staff by sending them on a training course, he chose Brenda Frame and Judith Smythe for this training. Richard believed the problems lie not with his style of management but by the lack of leadership and management by Brenda Frame and Judith Smythe. Brenda and Judith implemented there ideas but Richard and Fred Windows were negative about it saying that it was just a fad as they had been on these courses and knew more about management and leadership and gained nothing from the courses. Brenda who normally would issue instruction as a manager does, turned herself into a leader my taking on board other ideas from her colleagues and creating working parties to make the working of her department run more efficiently and smoothly. She included Richards’s project staff into her working groups but he was unhappy about this even after Brenda protested and Richard adamantly refused to yield on this matter. Also at the start of the year Richard decided to off load several tasks to his three projects team leaders Ian Campbell, Carole Devlin and Joanne Cassidy. Richard only believed that Carole had the necessary experience and commitment to take on the extra work load issued and he did not consult his other staff nor did he explain the job role that it entailed.

All existing staff are bought up to date with changes in team meetings, supervision ect and are continually coached and observed, plus regularly attend refresher and other courses related to health, social care and mental illness as part of their continuous professional development.

authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised

Leadership changed all the time which make it difficult to keep up with policies and regulations. Also, there was turnover for managers.

Specific programs that Lynne should launch include an Employee assistance program (EAP), “to help employees cope with physical, mental, or emotional problems (including stress) that are undermining their job performance” (Gomez-Melia et al., 2011, p. 561). In additional, Lynne should look at implementing wellness programs which are “preventive efforts designed to help employees identify potential health risk and deal with them before they become problems” (Gomez-Melia et al., 2011, p. 561). A wellness program will “encourage

At the beginning he was told to report to Jenkins, however, once he got to the site he was assigned to Jeff Hardy.  After the company reorganization, he found himself wondering whether he should report to Knight or Hardy. However, despite the confusion, he never brought up this question to Hardy, Jenkins or Knight. He perhaps then fell into the trap of a “boss­subordinate relationship” and went with the structure he felt was assigned without truly understanding its reasoning. ii. He didn’t take enough time to understand HQ’s perspective on various issues a. Replacing the chief engineer, rejecting frequency reuse patterns, or failing to get sign off on agreements for GMCT cell sites indicate failures in managing upward management relationships. Problem #2: Employee Dynamics Strengths 1. Peterson was committed to building an empowering environment for employees. i. Peterson called weekly construction meetings, which invited all to report on the company’s weekly progress and issues. Shortcomings 2. He failed to consider alterations in team dynamics when making hiring and salary decisions. i. He hired Trevor at a higher salary rate to the resentment of other employees, causing significant damage to the trust and respect between employee and manager.

In this case the organization supports and relies on open and direct communication –Harrods altered its organizational structure from tall or vertical to wide or horizontal one to bring an end to the communication gap that existed between the management and the

     Do you agree with Mill’s assertion that some pleasures are higher than others? What would you consider higher and lower pleasures?

* With reference to Alex being impatient, the theory of lack of human skill is applicable as Alex does not have the ability to understand, communicate and support the individual employees.