Roles Of Assistant Public Relations

The second chapter begins with a “celebration” lunch between Barbara and Jack. During the lunch, Barbara shares a story with Jack about an experience she had with a former manager of theirs named Stan. She told Jack that Stan had been rude with her in the past and described a time when she felt she was sexually harassed by him at the office. Jack was surprised to learn this had happened, but was impressed with the way Barbara handled herself in response to the incident. Barbara sharing this story with Jack showed that she trusted him, and considered him a friend. This story brings to attention one of the problems women may encounter while in the industry and gives an example of how it was handled in this particular instance. The chapter ends with Jack returning home and discussing the pros and cons of being a partner with his wife, Libby. Jack is looking forward to many of the perks, such as private golf club memberships, but is worried that the extra hours and responsibilities may affect his family life.

1. The sexual harassment issue experienced by Julie from her co-worker, as well as the “ogling” she faced

He is in a huge dilemma and feels he might be held accountable for the current problem. The antecedents that might have lead to the whole scenario are1- Bob has been under a lot of work pressure, as a quarter million had been taken out of his budget, and he had to travel very often for work purpose. 2- Jay did not give Annette a proper orientation to the company, and its culture. He should have also introduced her to all the VPs and other important personnel of the company. 3- Bob was facing certain problems in his personal life, which triggered his anger. 4- Bob was being be threatened by Annette’s new ideas. 5- Annette did not use a proper communication channel. 6- Jay lacked communication skills. 7- Jay is not a good leader. He was very ambivalent. He did not have his fundamental objectives well stated, and did not communicate his concerns to the employees & senior managers. Therefore, all these incidents summed up, and lead to the present problem.

During the conversation between Ron Davis – the relatively new general manager of the machine tooling group at Parker Manufacturing and Mike – a plant manager who reported to Ron, Ron had violated some principles of supportive communication and supportive listening. First of all, Ron had violated Descriptive and Problem-Oriented principles. For example, Ron expressed his thinking and opinion about what Mike did and stated Mike’s personalities: “I think you’re too chummy with some of your female personnel” or “I think you’re creating a substandard impression by not wearing a tie” and “Having things in

Some might have seen her as being a pest or an interruption to the other employees, while others

The senior director of Ottawa Valley Food Products, R.J. Jennings, is having issues with his replacement administrative assistant. His former assistant was very outgoing and willing to work long hours in order to please her boss and to get the work done in a timely manner. When she took an early retirement, the company hired a replacement assistant for Mr. Jennings. Over her time with the company the new assistant, Mary Gregory, was at times incapable of the workload she had been given, which her predecessor had no trouble with. Not only was Mary incompetent at times, she also seemed to have no sense of proper business etiquette.

Our argumentation scenario demonstrated a situation that occurred in a science lab, in which one of the co-worker Mr. Rodger characteristics is impatient, stubborn and thinks he could boss everyone around, when realistically is not the boss. Mr. Rodger at one point in the scene, informed McKenzie that he wants the reports done as soon as possible and to skip all the unnecessary testing because everything is correct. However, McKenzie did as she was told and actually found errors in the reports and noticed that Mr. Rodgers had cut corners, which could cause the company to be in jeopardy, due to falsa publication. Later on in the scene, the boss Ms. Shelby, walks into the and checks up on the reports and how the coworkers were doing as well.

In the first situation (Tennan,75/76), the member of the board of trustees Mr. Smith lets the president of the University know that she had spoken inappropriately to her secretary. Mr. Smith claims that since she is the president, so she should have been more direct with her secretary. What he probably saw in her is lack of confidence and power. In this case I agree with the member of the board of trustees Mr. Smith. I strongly disapprove her indirect style of communication towards her secretary by telling her “Do you think you could…” and “…would you please do me the favor…” (Tannen, 75). Instead, she should have said in a direct style something like “I just finish drafting the letter, now type right away and hold all calls while

4 Gina overheard staff discussing private information about her which she had shared with her supervisor. Aspect of employment law:

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

     Vicky must also take into account the duty to her boss, Wendy. First, Vicky must suggest that quick temper of Wendy’s be abolished because animosity between Wendy and her staff members may lead to a broader conflict. Also such behavior could lead the company as a whole to be less productive, because with Wendy’s quick temper it will be hard for staff members to share ideas. Sharing ideas between members of staff makes a company more successful.

This situation certainly presents problems for Mrs. Laraby. She needs to find out if this was an isolated event or if horseplay is prevalent when she is not around. Lack of motivation is clearly a problem that must be dealt with. Another issue that must be considered is if the three employees and manager will be reprimanded for their actions. The job design needs to be reviewed to determine if changes need to be implemented.

The major issues in this case start with Anne not being familiar with the intricacies of politics, culture and communication in Jordan. She took a position in a foreign company in a culture significantly different from her own and did not take the time to properly familiarize herself with the host country. That is the root of the problem, but it continued to compound at her work when she did not do her part to clarify her role in the organization, ExportJordan. Anne also did not clearly understand the role of her co-workers and was not aware of the undercurrents of the situation and what was happening around her. She publicly demeaned her male assistant by giving him a derogatory nickname. She failed to notice the absence of her female coworker until someone mentioned it to her. She failed to realize that not everyone in the organization was there to further the cause of women becoming entrepreneurs and entering the business world. Nor did she seem to understand that Jafar’s influence extended beyond the company and that it unwise to anger him. The biggest problem in this whole case study is that because Anne was not culturally aware she misunderstood everything that was happening around her and her ignorance not only endangered her, but everyone she was attempting to help.

To be an affective sales manager at Phoenix, Mrs. Richardson needed to be able to bring together this group of insubordinate employees who seemingly did not work well as a team. Of these employees, only a few had been meeting or exceeding expectations of the organization. More so the attitudes of the employees were so far from acceptable that there is question as to why they held the positions that they did. Alex Hoffman, top sales representative, showed little respect for Mrs. Richardson, however as he consistently brought in sales he was not a candidate to let go. Although, Mrs. Richardson still should have had a discussion with Mr. Hoffman about his actions and the fact that when other employees perceive his disrespect then they may in turn do the same. On top of that, Sarah Vega continuously showed up for work late and even missed one day per week on average. These actions are unacceptable in the workplace and worthy of termination. A third employee, Chelsea Peterson, showed absolutely no respect for her new sales manager. These sorts of actions do not deserve to go unnoticed or unpunished. Melissa Richardson should have scheduled a mandatory meeting for all employees in order to lay down the law. She needed to tell them all together as a team exactly what her expectations for

Betty was raised in a conservative high society family where following traditions and rules is above else and you are taught not to share your personal problems in public and those values were further strengthened by the college she was studying in. She was taught to think in a particular way only, any other way of life is considered as downright wrong. So, when Betty saw Katherine, she felt challenged about her belief and core values. Even after she could see from Katherine’s point of view she was not able to accept it because of her structural frame. Later when her thought process was challenged by situations leading to intrapersonal conflict, she realized the flaws. The lack of harmony between the personal and the organisational goals spurs an intrapersonal conflict (Munyisia, H. N., & Çalış, Ş., 2016).