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

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

Case Study: Two Tough Calls (A) Business leaders among a wide range of industries agree that an organization’s success is determined by attracting and retaining a quality workforce. However, many organization’s hire employees based on a certain set of skills the employees possess, or acquaintances they have within the organization.

Ineffective Techniques for Sharing Information 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).

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.

1. The employees are not challenged. 2. The employees resent management for not listening to their ideas regarding process improvement. Clearly, the insubordination and abuse of company resources cannot be allowed to continue. Staff Mismanagement 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:

CHAPTER SIXTEEN Daniel and Rochelle Kendall were standing on the charming rustic front porch of Gertrude Brown’s country clapboard house. Gertrude Brown was a widow whose estate lay adjacent to the Fullerton property, also riverfront acreage, and sizeable acreage, at that. Greg Hamilton, one of the three young high school men helping out on the project, accompanied the archeologists, and was already somewhat acquainted with Gertrude Brown. Mrs. Brown was the first neighboring homeowner their group would speak with this day.

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 ).

It has come to my attention that some of our supervisors are not following our scheduling advance time off policy and procedures, Such as vacations or pre-scheduled doctor’s appointments. Employees are required to ask for and receive permission for scheduling time off in advance. Some of our supervisors are allowing employees to use the eCATS system as a substitute for communicating with their supervisor when requesting time off in advance, but as presented in my supervisor training eCATS is not to be used as a substitute for communicating such requests. Employees must be encouraged to speak directly with their supervisors when requesting time off. This must be enforced by supervisors for employees requesting to schedule time off and all requests

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.

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

Supervision and Leadership - Semester Research Paper Assignment How to deal with problem employees • INTRO You must introduce and define the topic in relationship to supervision Problem employees inevitably surface in most workplaces and sometimes employers need to counsel their employees and on occasions employers must discipline the employee. In an organization top-management often formulate the standards that supervisors must use when they have to deal with problem employees. A supervisor must have the skills required to organize, staff, lead, and control which includes the ability and talent required to deal with problem employees.

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.