Supervisor Russ Brown Case Study

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

Ineffective communication can be devastating to a department within an organization. This usually occurs when managers do not meet with staff regularly to check in or update staff of new occurrences. Even if the manager does follow through with regular meetings the manager must abide by the three “C’s” rule of communicating with clarity, completion, and conciseness (Juneja, 2011).

The symptoms of the communication are they never empowered their employee. Every decision that employees made must be wait SMART has given its approval. That makes all the employees become lazy and satisfy with their personal situation. Kate even cannot contact with Jeff when she has a situation need to handle in. I think that Kate is very

Please accept my most personal regards and deepest sympathy on the recent death of your son, Specialist Patrick Eugene Boss. Words cannot describe to you how terribly sorry I am about this tremendous loss. Patrick’s loss has had a great impact on all of us who had the pleasure of serving with him.

On 01/10/17, MRS Pemberton interviewed youth victim Catrina Montgomery at the facility . She reported the following: The radio was being listened to in the dayroom area. Some of the other youth wanted to watch the television so the radio was moved to the end of the hallway. Youth Anayai Johnson yelled down the hallway from the dayroom area and stated that the radio was too loud and she could not hear the television. She told youth Johnson to turn down the television because it was too loud also. Staff Daniel Jordan came down to the end of the hallway and told her to turn down the radio per Supervisor Ricks. She told him to call Supervisor Ricks and have him come to the dorm to discuss the radio issue. Staff Jordan went back to the dayroom

HB 7:33 PM, 8/1/2015: Herman Brown, Adult Security Officer, assisted Joshua Handley, ED TA, with inventorying personal items belonging to Trauma Victim Brick-Doe, patient, Bed #A3, and placing them into Smart Safety Bag #320348Br, all items were already inventoried and accounted for ( bag sealed prior to transport including $467.00 in cash by ED TA Mr. Handley. Officer Brown then transported it to the Emergency Department Admissions safe.

And finally, there is the issue of staff mismanagement. The supervisor, Keith Frazier, is only checking in with this department one to two times per week. Mr. Frazier is aware that Pat is making international phone calls. He is also aware that Pauline found a way for Pat to make these calls from the building’s elevator once he had the phone system modified to only allow internal calls. Mr. Frazier has also been fielding complaints from the accountants about not receiving their tax schedules in a timely fashion. However, he has failed to confront either of these issues. This lack of management can be attributed to the following:

Robbins and Judge claim that consensus happens if everyone who faces a similar situation responds in the same way. (168). Miranda responds the same way after was told by Nancy’s son that the people at the front desk told him that she was not working that weekend “I thought you weren’t here today; that’s what the people at the front desk told me.” (Cohen, Fink, Gadon, Willits, & Josefowitz, 2013), and another customer was told the same thing by the front desk people when she asked for Miranda the following weekend, “But the following weekend, another customer approached Miranda expressing surprise that she was on the slope because the front desk has said that she had not shown up.” (Cohen, Fink, Gadon, Willits, & Josefowit z, 2013). Miranda stayed optimistic thinking it was a mistake by her boss. Consistency is when an observer looks for consistency in a person’s actions. Does the person respond the same way overtime? (Robbins & Judge, 168). Hank is looking for consistency in his employees as he wants the female employees to teach children while the male employees teach adults. Overtime, Miranda asked a client to go to the front desk and book an appointment for private classes with her saying “Sure, why don’t you just check with the front desk and let them know what you want?” (Cohen, Fink,Gadon, Willits, & Josefowitz, 2013 ).

When communicating with fellow employees, it is impeccable to demonstrate one’s authority in a manner that is non-threatening. An effective communicator is able to imply that he is in charge rather than verbal state the obvious (Booher, 63). By doing so, the communicator does not disrespect the audience nor does he come off as someone who is power hungry. Frank Miller could have handled the situation much better if he took the time to listen to his employees’ state the reasons for the issues that were being demonstrated. This would have shown empathy towards his co-workers. By stating that they were “excuses,” he is implying that the problems persisted with their knowledge and the current employees were too lazy to find alternative to fix the issue that was at hand.

Starting your own business is something many dream of; with the technology today almost all the information you need can be only a few key strokes away. Now stop and think what it was like 20 years ago, add to that being a woman. To make it more of a challenge let’s layer on the fact that your chosen field is not widely known and it also boarders the medical industry. Spending a few hours with Trudy Brown, owner of Advanced Laser & Skin Rejuvenation, will reveal the trials of being an entrepreneur in the mid 70’s. You’ll understand the passion of a woman who wants to help people feel better about themselves and educate consumers.

We addressed the career Supervisor roll with Joe and he stated that he held Whse Supervisor positions and performed functions similar to that of an Ops manager. Such as managing P&L, forecasting, customer relations and training, which we all felt comfortable with.

The Movie “Office Space” features a typical cubicle style office environment. There is no culture clash, just classic examples of bad management. Peter and Joanna are two people in different environments who both suffer from dissatisfaction. Peter works at a company similar to Intel or IBM, Joanna at a restaurant similar to TGI Friday’s. The office environment is exactly how our book says it should not be, which leads to many comical scenes. Communication comes from the top-down only, in the form of impersonal memos. There are 8 bosses that Peter all must answer to. This is described as a “Tall” structure of business in our book, like IBM. “At IBM there are many units, with many supervisors, and fewer employees per supervisor” (53). Power is very centralized at Peter’s job; his main boss is named Bill Lumbergh. Bill is a greedy, overbearing authoritarian and abuses his power in many ways – he has his own reserved parking spot right in front of the building, he forces Peter to come in to work on the weekends, and he is very condescending to his employees. The multiple bosses just create a more negative work environment. For example, when Peter forgets to put coversheets on his TBS reports, Lumbergh and a couple of his other bosses talk to him like he is stupid, asking if he “got the memo.” The memo represents the formal, written mode of communication that classical organizations use. As stated, Communication comes from the top-down, and any

This summer I interned at Yellow Jacket Oilfield Services LLC as a manager in training where I was able to observe the experienced managers and their daily decisions. As we all know most businesses operate to make money and sometimes are willing to do the wrong things to make the extra dollar. Throughout the summer I observed some managers say they can accomplish a task or need their equipment repaired by a specific date, but will miss the deadline for their own convince. Even when they realized the intentionally or unintentionally false information was given the managers failed to level with the customer or employee. Sometimes it would work in their favor and other times come back with great consequences. This paper will narrate the long-term benefits of simply telling people what you can and cannot do.

She is focusing on ensuring she is completing her work, she rarely takes breaks, and is concerned about losing her position. Janet doesn 't always see eye to eye with her boss Thomas. The main goal for Thomas is to ensure that his calling center continues to be recognized for being the most productive center. In order to do that Thomas ensure that all his customer service representatives take a high number of calls. Thomas relies on his supervisors to execute their job and ensure the center is running up to his standards. When Michael, (Kareem’s coworker) reported to Janet of Kareem’s frequent breaks, she reported it to Thomas. Janet reported that Kareem was frequently stepping out of his cubicles outside of his mandated breaks and that Kareem’s performance results were dropping. Michael is a customer service representative and he is one of the coworkers of Kareem. Michael is a self driven employee and he gets frustrated when he feels that his coworkers don’t work as hard as he does. Michael observed that Kareem was stepping out of his cubicle multiple times throughout the day. Michael observed Kareem washing his hands, face, arms, and feet in the bathroom and also noticed that Kareem will often be in a corner of the call center on a mat talking to himself and crossing his hands in a form of prayer. Although Michael would get frustrated with the excessive amount of breaks Kareem would take, he never approached his coworker to find out the reasoning behind it.

Another illustration of Defensive Communication Climate is when the manager remains neutral and does not acknowledge that her employee has been ill. Defensive communication climate is also seen as “superiority” (Sniderman et al., p.177) when managers stand crossed armed watching the every move of their employee. When the one manager makes mistakes and then implies she knows what she is doing is an example of “certainty” (Sniderman et al., 2006, p.177). This manager then takes “control” (Sniderman et al., p.177) of the situation and then orders her employee “around like a child” (Sniderman et al., p.194). Another example of control is when customers state that the managers exercise “authoritarian, drill-sergeant style” (Sniderman et al., p.194) of managing their stores.