The Family Store Case Study

1614 Words Oct 18th, 2010 7 Pages
The Family Store Case Study
The Family Store is a chain of 10 regional convenience stores owned and managed by three brothers, Garrett, George, and Gavin VanDoer. They have been in business for over 25 years together. The entire senior executive, management team, and even store managers are all family members. The senior executive includes Garrett, the president and major shareholder, Garrett’s daughter Marielle is senior vice president of finance and Gavin’s son Frankie is senior vice president of marketing and retail sales (Sniderman, Bulmash, Nelson, & Quick, 2006, p.192). This paper will discuss the present barriers to effective communication, non-defensive feedback from employee and customer surveys to senior executives, examples of
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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.
2. a) What are your major concerns about presenting this information back to the senior executives to avoid defensiveness?
The concerns related to forwarding this information on to the senior executive team members without causing defensiveness are immense, as most of the management team being discussed is family members. The presentation needs to be that of a non defensive and non disconfirming nature, which means that no one receiving this information should “feel threatened or punished, by the communication. For that person, self protection becomes more important than listening” (Whetten & Cameron, 2002, p.223). Disconfirmation occurs when an individual

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