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You have been employed in the hospital’s business office for 12 years. Starting in a clerical capacity, you worked your way up through several jobs in the department. You consider yourself friends with all 14 other business office employees, and at least two of them are among your closest friends.
Recently you were appointed business office manager. You willingly accepted the position. You believe that although one or two persons in the department may feel some slight resentment over your appointment, they are, for the most part, supportive. However, you realize that as a supervisor, it may sometimes be necessary for you to do things that are inconsistent with your feelings for this group of people, these people with whom you have worked for so long.
Questions:
- Describe the effect of interpersonal communication when the supervisor is doing the talking.
- Describe the effect of interpersonal communication when the supervisor is doing the listening.
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- Can you answer it in a short answer? please John was thrilled when, after completing his MPA degree, he was hired to work as a management analyst in the state office of management and budget. During his first year on the job, John impressed his supervisor and coworkers with his excellent analytical and writing skills. Even though his time on the job was short, he had proved himself to be an intelligent, hard-working, and reliable employee. At his 1-year performance review, he received an "excellent" overall rating. Shortly after his 1-year anniversary on the job, a new governor was sworn into office. She had many innovative ideas and changes that she wanted implemented to improve the efficiency and effectiveness of state govern- ment. One of the vehicles she instituted to achieve these changes was the introduction of a statewide "management by objectives" (MBO) program to be administered out of John's office. Although John was relatively inexperi- enced, the unit director believed that…The senior managers of a large financial institution recognize the importance of training and development for their staff. They have a clear policy that not only should staff be trained and developed to meet the licensing and legislative requirements that apply to their area of business, but that staff should also be encouraged and enabled to engage in other appropriate development activities. The middle managers, who largely look after staff performance and development, all welcome this policy. They have made it clear to all of their staff that development opportunities are available and can be applied for at any time. Many individual managers have therefore put together a lost of courses that they think might be of interest to their staff, and make these available to staff so that individual members of staff can pick-and- mix the courses that they feel they would like to attend. There is no restriction on the number of courses that are allowed for each staff member, and it is up to…The senior managers of a large financial institution recognize the importance of training and development for their staff. They have a clear policy that not only should staff be trained and developed to meet the licensing and legislative requirements that apply to their area of business, but that staff should also be encouraged and enabled to engage in other appropriate development activities. The middle managers, who largely look after staff performance and development, all welcome this policy. They have made it clear to all of their staff that development opportunities are available and can be applied for at any time. Many individual managers have therefore put together a lost of courses that they think might be of interest to their staff, and make these available to staff so that individual members of staff can pick-and- mix the courses that they feel they would like to attend. There is no restriction on the number of courses that are allowed for each staff member, and it is up to…
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- You have recently been promoted to the position of president of the division from your current role as VP of accounting and finance. Many people thought that the VP of sales and marketing would get the position, but you and he had always been friendly, and you thought that things would go smoothly. After about six months in the new position, you notice that he has been fighting you in small and subtle ways. You recognize his value, so you decide to let things play out and even mention other possibilities for promotion within the organization that he could apply for and that you would be supportive. After 11 months, things have not improved, and you are considering letting your colleague go. You are hesitant, however, because your organization needs a strong sales and marketing department. What should you do? If this power struggle continues, how do you think it will affect the larger organization?Read each of the following scenarios, and answer the corresponding questions. 1. You are the president of a company, and you have decided to relocate to take another leadership position.What should you remember when delivering the news to your organization? Check all that apply. Communicate the news openly.Offer little explanation.Let employee rumors communicate the news.Offer a clear, sincere explanation. 2. You recently conducted a series of interviews for an accounting position at your law firm. You’ve decided on a candidate but need to inform the other applicants that they were not selected for the position.How can you reduce the rejected applicants’ disappointment? Check all that apply. Use an indirect pattern.Use vague explanations.Compare the applicant to the candidate hired for the position.Reveal specific reasons for not hiring the applicant. 3. You are the general manager of a national clothing retail store. At the last minute, one of your night-shift managers has requested…You are the proud owner of a beautiful blue Coupe built by the General Autos Corporation, a car you purchased new in late 2010. This little 2 door car has been very good to you, owing in part to your meticulous care and maintenance. Although you had no intention of parting with this vehicle, a friend who manage is a “Tech Town” store has offered you a great “ side hustle.” Tech Town is an upscale computing store known for its service and customer care. Your friend has offered to pay you $150 for each customer “setup” that you perform. This involves delivering and hooking up computer systems and linking various smart gadgets. Each setup requires just two to three hours work, and you could do two or three setups per week. The catch is that you need a vehicle with capacity to carry tools and occasionally large boxes. Your car is way too small, so you've decided to sell and purchase an SUV or light truck. The sooner you can sell your car, the sooner you can buy a new…
- Suppose that you are in a position that enabled you to hire a manager in a company; and you are in a position that confused to hire either Average managers, Successful managers, or Effective managers. Which one you will assign, and what is the deference between each one of them?This company has over 600 senior partners elect its Global managing partner every three years. Incumbents resubmit themselves for re-election at the end of three years. “You've got to make sure there is a group of candidates from which to select every three years. That is done by giving partners leadership opportunity where they can be tested”, the Managing Partner said. who was first elected global managing partner and went on to be re-elected two more times. The managing partner was running the office when his name first appeared on the list of candidates. Another, the then successful candidate, arranged for the managing partner to take on the role of chairing another office, standing him in prime position years later. "The successful global managing partner uses the ballot to identify potential future candidates and gives them leadership opportunities." Planning by the global managing director for this succession is crucial. "If a bunch of people leaves after the vote, it is not a…An organization has a staffing strategy in which it hires 10% more employees than it needs in any job category to ensure its hiring needs are met. Leaders in the organization reason that some of the new hires will renege on the accepted offer and that the organization can renege on some of its offers, if needed, in order to end up with the right number of new hires. Evaluate this strategy from an ethical perspective. Explain.
