Jamie Turner at Mli

This case focuses on David Sokol, an executive who has made a “name” for himself in recent years within the energy industries. After becoming recognized as a successful “turnaround” agent for troubled companies, Sokol was hired in 1992 to serve as the chief operating officer of JWP, Inc., a large, New York-based conglomerate. At the time, JWP had an impressive history of sustained profits and revenue growth that was being threatened by the company’s far-flung operations and unwieldy organizational structure. Unknown to Sokol, JWP’s impressive operating results over the prior few years had been embellished by the company’s

All businesses understand that they must use effective communication in order to do well as a business, without communication the business will be a mess and would not run successfully. Using communication allows the employees and offices to stay up to date with the businesses progress and what is currently happening. To use effective means of communication all employees would be in a way trained in order to understand communication and use the most effective means for it. This is done in advance to checking that communication is understood by the recipient.

Communication is one of the most important parts of any relationship. Business relationships are no different. Having effective business communication or not having effective business communication can positively or negatively impact the success of an entire organization. Unfortunately, there are many barriers that can obstruct effective business communication. Those barriers come in four different categories. Those categories are personal barriers, physical barriers, sematic barriers and process barriers. A manager must know how to work around the communication barriers and use his or her communication skills to keep business operations going smoothly and to make improvements to the

The above statement makes a huge impact, and in the role as manager this is so true. Communication both professionally and personally starts with

The ability to identify and solve a workplace problem is an integral managing ability. Cliffe et al.’s article, “What a Star—What a Jerk,” (2001) focuses on a manager in a new position who is having problems with an aggressive, but talented, employee. Though the difficult worker in the article is a subordinate, I view the manager, Jane, as the cause of most issues. Jane demonstrates that she is not manager material by running to her old co-worker with every problem, gossiping about her subordinates, complaining about basic managerial duties, and handling insubordination poorly. Through her behavior as a manager, Jane reminds me of Susan , a manager whom I recently had to suffer through working under. Although my situation is not exactly like that in the article, I understand how it feels to work for someone who acts inappropriately, causes conflict in the workplace, and lacks crucial leadership skills.

In conclusion, managing communication in the organisation is important so as to perform basic functions. Managers should be effective communicators with high levels of fluency and professionalism and must be aware of the communication cycle to achieve team goals. Effective communication within the workplace like in the company’s technical office keeps the team involved in the delivery of customer focus which increases commitment to the organisation and make for a better relationship and understanding within the team. An effective communicator understands the communication process using the appropriate communication channel such as verbal, non-verbal or written communication. The correct use of the process helps to uncover barriers and determine effective preventive steps to avoid those barriers. Furthermore, within the communication cycle, it is essential to get regular feedback, which also helps evaluate and improve the communication process which in turn can be used as a basis to develop personal development plans, identify communication strength and weaknesses

On the assignment for unit two, it shows that is very important for companies to practice a communication exercise for the whole company. Interconnectedness is an important theory to uphold permanency for any association. The problem that BCS.inc Company had was that the head leaders assumed that with only getting the head of the departments to give updates was enough to keep a company in success. For a company to run properly, it needs to have a communication plan for the whole company. The company needs to document the person that needs to be informed in case of any emergency. Other important information the company needs to have is how much money is going out and coming in. It is important for companies to be informed of all the things that are going on in each department

In the case of “Thomas Green: power, office politics, and a career in Crisis”, it describes the dilemma of Thomas Green who works in a company called Dynamic Display. Thomas was recruited as an account executive, and then five months later, he was promoted as a Senior Market Specialist directly by the President Shannon McDonald. Thomas’s boss Frank Davis hadn’t expected to choose Green as the new senior market specialist, and he was very dissatisfied with Green’s work style and performance three months after the promotion. After being informed that Frank Davis had emailed McDonald about his concerns about Green’s performance, Green was getting really worried about his situation and not sure how to explain his perspective to

The silence grew long. Finally, Williams turned to look at Barton. “Speechless” was not a word most people could imagine applying to Jim Barton. His energy and outspokenness as head of the Loan Operations department made him one of IVK’s most dynamic executives, a key player and a likely CEO someday—of a different company, if not this one. But the news Williams had conveyed moments before had left Barton silent, dumbfounded. A few minutes earlier Barton had rushed to William’s office, summoned for his turn with the new chief. All morning, leadership team members had marched down that hallway one at a time, each after receiving a phone call, each on a journey to discover his or her fate. As the executive assistant greeted him courteously and waved him in, Barton allowed himself some optimism. Most likely, he thought, he was about to receive a promotion. He’d done a good job, been a big contributor as the company had grown to its present size. Something like “Chief Operating Officer” would fit him quite nicely. 1

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.

Due to these studies, it is now emphasised that good communications are vital for good management. With a standard of

In the Romano Pitesti case, Tickton-Jones’ Management Team is faced with a situation that is not altogether uncommon in the business world, in that some employees feel that members of the Sales staff are being given “special” treatment by the company. Romano’s actions have probably not been as bad as what has been described to Management, but due to the fact that employees are still trying to find their place in the new, combined company, any hint of “unfairness” is immediately put under a microscope by other employees, and therefore, Management will have to take some sort of action, in order to show the other employees that their concerns are being taken seriously.

The case deals with two major transformational organisational changes that take place within a span of 5 years in Marconi PLC. The first change process was under the leadership of Lord Simpson who took over this large diversified conglomerate in 1996 when the company was in a mature phase, already in decline. The company was under performing, had a rigid structure, lacked a clear vision and the employees had become change averse and complacent. To recharge the company Lord Simpson lead a change process with a clear vision with a growth oriented strategy, acquisition and a cultural change process for the employees. To motivate the employers to embrace the cultural change he introduced an attractive stock option plan.

1. Jamie Turner and Pat Cardullo have very different assumptions and expectations for Turner’s new position and MLI as a company. This hinders their relationship and prevents effective communication. This may be contributed to a poor psychological contract, the contract was weakly established and has not been maintained throughout Turner’s time at MLI. Also, when Jamie was in the process of signing on, Cardullo implied and even made many commitments; since then he has

Buchanan & Huczynsky (2010) state that "Communication affects organisational performance and individual career prospects." The difficulties created because of the initial lack of communication between Cardullo and himself became increasingly evident to Turner on a daily basis. Heightened not only by Cardullo not presenting Turner with feedback or dialogue when the situation required, but also because of Cardullo 's verbal interactions with Turner not matching his actions. Festering doubts between the two parties began to impact in a negative manner and cause further deterioration in their working relationship. As Kurtzman (2010) asserts, "People with chops are the ones who know what they are talking about." Cardullo, in his capacity as President of MLI, began making amateurish decisions not based on expertise which infuriated Turner as it impinged on his brief to improve outcomes for MLI.