Hymn: A Fictional Narrative

The conversation between Phil and Tim was not much help to Tim at all. Phil told him that the average staff member he worked with had twenty years with the company and most were set in their ways, and some of his staff might hold resentment towards Tim because he was new the company and younger in years. This conversation offered nothing constructive that Tim could use to change the problems he was experiencing with his staff.

Tom compensates Jim by giving him a bunch of money, and people start to treat Jim

witness. Jim realizes that Will is the person who holds him back before he gets himself

When they would have an employee meeting, each person was for himself. Ehrenreich explained how “Joan complains about the condition of the ladies’ room and I throw in my two bits about the vacuum cleaner. But I didn’t see any backup coming from my fellow servers, each of whom has slipped into her own personal funk; Gail, my role model, stares sorrowfully at a point six inches from her nose.” (24).

1. When you get into a corner you say “Hey, look, a puppy!” – Although this sounds a bit silly, it is a great lesson when you are in a board room or in a meeting and backed into a corner with nowhere to go. You simply change the subject to release the tension and focus on something else that will possibly lead to some solutions instead of going down the same path over and over. When Michael was in the meeting at Souverain to try and get some of Mark Lyons money back from money they owed him for his 1984 crop and realized that this winery had absolutely no money

Tragedy strikes changing both Allie's personal and professional life. There is much for Allie to deal with. An emergency board meeting names both Allie and Hudson to joint CEO positions where they must work together.

After sharing a cigarette, Ashley excitedly offers Jim a job in this bird sanctuary, an idea that had only just presented itself to him. They shake on it and it is confirmed.

For the Management section, it is apparent that Mike has internal employee issues, as the majority of the employee have been written up more than once and some as many as six times. Tim cannot allow the employees to ruin the coffee shops reputation.

Bill Hunt broke in, "So long as you two can talk calmly about the problem I'm confident you can resolve it. What a relief it is, Frank, to hear the way you're approaching this. With Kilmann (the previous director of engineering) this conversation would have been a shouting match. Right, Dave?" Dave nodded and smiled.

Response 2: With his daughter taking over the business Mike should concentrate on diversifying his business in other areas despite the distance. He should reenter his initial market of new construction where he profited, though the profit margin is meager. Also he should concentrate on retaining his aggressive managers who can lead the company in the right direction by growing them to higher positions within the company. Experienced people are an asset to the company’s

As DCHHS Director Zack Thompson met with his staff during an early Monday meeting, his phone vibrated rapidly across the maple painted conference table where several employees surrounded. After anxiously awaiting four years for this call, he cleared his throat and swiped his finger cross the answer button on his galaxy S4 touch screen cell phone. After a few greetings and a couple of head nods, Zack responded to the caller with an simple thank you, and then released the call. Looking around the table at his assistant directors with a smile on his face, stretched from ear to hear, Zack tells his staff in the meeting “Whatever problem we have today, put it off until tomorrow. We got it!”

Barbara has the benefit of knowing what good management looks likes with Betty Nolan her old mentor people /

Jim has asked Monroe to design a compensation package for himself as Director Business Operations because Jim wanted to assess how Monroe reacts when faced by unexpected challenges. Jim has sent a template of the compensation Package and asked him to analyze and work on following areas of the package.

Frank and Ted recognized that their employees were experienced and motivated to succeed in their roles. As a result, Ted decided to take a

Jim is currently under supervising his attendees (Situational leadership II, 2000). He has delegated their participation in the seminar to them. The managers have not bought in to the concept and need to be “sold” on the utility of the program (Chamberlin, 2013).