The City of Fairview Fairview is located 15 miles away from metropolitan Portland, OR. A somewhat

Although this was a big reason that he left, not many people know that another reason

Q.1 – Briefly describe the dilemma presented in this case study. Who are the key players and what are some of the antecedents that have led to the present problem? Ans. When the best manager, takes certain actions which go against the core values of the company, it becomes really difficult for the management to make a fair judgement. They are stuck in a dilemma of what would be a better judgement. As a leader, it is very important to be fair and impartial to your team members. And so is the dilemma presented in the case, Bob’s Meltdown, Nicholas G. Carr. The key players in this case are1. Annette Innella 2. Robert Dunn 3. Jay Nguyen Annette Innella is the Vice President, Knowledge Management at Concord Machines. She was recently hired by

The other crucial problem affecting the organization is poor leadership. Even though, Jane is qualified and self-driven, her approach in managing the team at the Division of Environmental Assessments is lacking effectiveness. For instance, she is making decisions all by herself instead of discussing some issues with the employees in order to understand their perspective. Such management approaches do not reflect teamwork, and they are evidently receiving mixed reactions from the entire team. The other example is when Jane pushes her team to work hard on new projects, but present their ideas to the Director as her own. This makes it look like

1.The mayor has requested that the city manager form a task force to perform "surgical enforcement" of city codes within an area made up of a particular demographic. The mayor believes that the area's residents have " a propensity to cause trouble" and that "flexing our muscle" will help stop potential problems from arising in the future. The rate of fire incidents and fire loss is the same as the city average. Why is the mayor's plan problematic?

As a result of the approach, there was high turnover of staff and there was very little initiative amongst the remaining staff. Individuals were initially reported as being highly competent but later were blamed for things going wrong, shortly before they left. The team was very tightly knit and generally appeared supportive of the team leader.

▪Jennings may be too comfortable at his job. He is taking his employees for granted and using them to do personal favours.

During my tenure with the DBO, I have worked in various units/divisions. There have been many units in which a backlog was evident and needed to be cleared. While working with the complaint unit there was a backlog in which complaints were filed years prior and they have yet to be reviewed. Our unit was given an opportunity to provide suggestions to address the backlog and participate in the lean sigma six training. Through this training we collectively addressed the primary areas of concern which was the current process of review procedures and the unnecessary steps in which prolonged the review process. The primary issues were addressing the overall time it took to receive complaints, deciphering which complaint should be prioritized, and how complaint should be reviewed. The backlog was eventually cleared after many hours of overtime, enhanced review process, new procedures, and how complaints was handled.

His lack of knowledge on the subject caused him to abuse himself in from of his colleagues.

This case was prepared by Associate Professor Marc L. Lipson. It was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright  2010 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation.

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

Was this due to being in positions where they could not succeed? Kevin James must find positions for where an employee’s strengths are emphasized and the weaknesses minimized.

He mainly treated other employees unfairly and most of the time yelled at

Along with a thorough enough discussion of anything comes the inevitable unearthing of its strengths and weaknesses. The Portland Plan has a number of strengths: it is comprehensive, well thought out, inclusive, and should ultimately lead to a well-planned and sustainable city. How in-depth the Portland Plan is, is a testament to its preparedness to face any challenges to lead the Portland of today into becoming the Portland of tomorrow, as any potential question that may arise is likely addressed within the text of the plan. The mercurial nature of the plan is to its advantage, as anything not addressed within the text of the plan does not render the plan obsolete, but rather may be simply found by finding the popular opinion of the

* Replace inefficient individuals –like the House manager, trouble making actor, Senior Box Office manager and Group Sales managers.

Why did it happen? What was the organization’s given reason for layoffs or firing? Did the person think there were other reasons too? If so what were they?