The Manager Of The Riverdale Art Walk

But it seems not a systematized situation. Perhaps several things could be improved. One is that Bob should add an attorney to the board to deal with

SolutionsLeslie herselfFit in with the organizationBy just reading the case, it seems to me that Leslie did not really fit in with the organization. She just wanted to show people what she's capable of as an Executive Director by changing and deciding things that she felt needed to be changed. The first thing she should to do is trying to build relationships with everyone. Do not think we could build relationships with everyone right away. It needs time. Making changes would be bad ideas because Leslie is not using her credibility to make changes; she's using her role power to do so. Here is what Michael Auzenne and Mark Horstman said from their streaming media article, "The First Rule for New Managers", "Don't try new things. Don't be different. Don't try to prove you are you. Be quiet, keep your head down, and certainly walk around and talk to people. Don't try to impress anybody to become part of the organization. At some point

After establishing that this was a dispute between the words of two loyal employees, there was a temporary impasse.  Brown would believe Williams and Scott would believe Robertson. Brown established how concerned she was about her business and what a great service idea Rapid Printing had.  She also drew attention to the fact that Scott’s company signed a contract and then became nonresponsive to Rapid’s inquiries and concerns.  In this way, Brown thought that Scott was violating his contract.

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

The main issue presented in this case study is whether there is a need to change the organizational structure of NYTD. During the first six years, this department went through many structural changes ultimately ending as an individual subsidiary to The New York Times. Settling as a separate entity from its parent company at the end of 2001, it consisted of two separate departments, each one dealing with different papers but running the same value added items. Most of the difficulties in deciding what the actual structure of NYTD would be were worked out in 2001 with Mr. Nisenholtz feeling that the new structure was sound. The meeting being held is to try to iron out the effects of the last six years and make sure that NYTD is stable and ready to be released on its own, or change the organization’s structure.

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.

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

Jeff’s immediate reaction and desire of reassigning Tyler to his new project indicates that not all employees have bought in to or have a functional understanding of the organisation’s matrix

I have requested over a period of time work to be completed and returned via email. As Tyler’s mentor I contact him via email requesting tasks to be completed within a set timescales. For example I will ask him to store information on our corporate drive but also ask him to send the information as an attachment. All emails received from Tyler are written in a professional manner as required by Voluntary Action Angus.

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:

The first problem that arises is a disconnection between the staff and Leslie. Based on our

I have no reason to have to defend myself but feel violated by your actions. There is no way I should have received that type of response from you. You did an excellent job with the newsletter, I just don't understand why you wouldn't want correct information sent out if corrections could be made before it was sent out. From day number one, Mike and I worked together to find errors that the other did not see.  It wasn't just something I asked you to do but a long standing procedure that was in place from day number one that I repeatedly

The incident in question has placed me in a unique opportunity; as the facilitator of this situation would be best to approach this in a manner that would best benefit the organization, including my department. Although I am already conflicting within with personal and professional points of views, addressing the situation will become a challenge. Despite who initiated this situation or who escalated the situation, resolution must be determined in the best interest of communication within our environment.

Though the issue looked like personal conflicts on the face, it actually stems from the friction between two departments fundamentally different in their working methods and thought processes. The fact that the two managers, Ellen and Ronnie, with different working styles leading these two departments has only compounded the problem. Ellen’s complaint was that Ronnie’s team is not sending their timesheets in time, which is leading to late payments from the insurer and shortage in cash flow. Even Ronnie acknowledges this but the solution appears to be different in each other’s minds. Ronnie is adamant that they just need more time, while Ellen is saying that genuine effort is required, not just time extensions. As much as

OVERVIEW: This case deals with a manufacturer of women’s shoes that purposely changes styles frequently to take advantage of the flexibility of a small organization. However, decision making in the organization follows such a convoluted pattern that conflict is a given. Work flow needs to be re-examined, and adjusted for efficiency.