Good afternoon I am looking for some help with my Supervision Today – 8th Editio

Question

Good afternoon I am looking for some help with my Supervision Today – 8th Edition * Stephen P. Robbins and David A. DeCenzo textbook, need Thinking Critically question 2-A answered see attached. I truly appreciate any help!

Responding to the Case 3-B 3-17 - 3-19

Chapter 3 Planning and Goal Setting 87 Case 3-B: When Proper Procedure Is Not Followed received. Early the next morning she sent a follow-up e-mail, saying that, "It does not appear that you received my e-mail from this morning, so this is my 2nd attempt, "You are so out of here!" Cindy could hardly believe the words she heard coming from the mouth of Sonja, the new corporate assistant property manager for the Desirable Apartment Company. After all, Sonja had barely been n response to Cliff's e-mail last night, to offer my vi working as long as Cindy, and Cliff, the corporate prop- point on the situation." erty manager himself, was sitting right next to Sonja hardly Heather went on to state, "I also spent last evening trying to digest the current events. I hope that ying a word. Cindy, as the wife of one of the members of the executive commitee (Larry), knew coming into the eventually succeed in exhibiting leadership that repre organization that she could not expect to be treated any sents the Desirable Apartment culture. I listened to both differently than anyone else, but this was way out of hand. points of view of what happened. I heard examples of As soon as Cindy left the property, Sonja and Cliff how Cindy was poorly treated by the Builtwell staff, and quickly reported the situation to Lamarr, the vice- I listened to management's description of Cindy's behav- president of corporate assets, and their immediate supervi or. I think everyone is viewing the situation through their sor. After hearing the story, Lamarr walked into the office particular filter, and it is challenging to piece it together of the vice-president of Human Resource Development, I do not think that the Builtwell on-site manager, Jill, is Heather, and said, "You are not going to believe what just happcned out at the Builtwell property with Larry's wife Cindy." He went on to tell her the entire story as he understood it totally innocent in this situation, either." "I would like to believe it was not Sonja's intention to have Cindy terminated. However, Sonja and Jill had a conversation before the meeting, and ill asked if she should sit in. I believe this set the tone for the later meet- ing with Cindy. I am also left wondering about Jill's reply Heather was a thoughtful seasoned veteran of human sources and knew the company inside and out. She knew this incident had the potential to shake the com to the Builtwell property maintenance manager when he asked where Cindy was that day. Jill replied, Cindy is no committee. This company longer with the companyill had the perception Cindy pany to it e because of the close relationship of a members of th built on a strong foundation of family values, and was terminated.. and I have to wonder, why? Talking with Lamarr in his office later the next day she could see the potential disruption from firing the hear her side of the story and give her the opportunity to o figure out what had wife of an executive. She immediately tacted Cindy to rying to wrap up the situation, Heather told him she Cind had been doing damage control, "I spoke to Larry, a although still upset, he is focused and moving forward As Heather was leaving, she looked Lamar describe what happened that day in the eye and said, "In the end, I am left with what must have been f spent the evening trying t e wrong during the meeting with Cindy. What had arted out to be a simple meeting to discus:s sales expec the feeling of the Butler team after the final game of the 2011 NCAA game, 'What the heck just happened?" t had quickly onja attempted to assert her tations for gor lf during the meeting. Sonja had recently been hired RESPONDING TO THE CASE ea ific steps Cliff should ha taker boy was she ever," he thought ith Sonja prior to their meeting with Cindy to sure the meeting went smoothly with no surpris ate into the with remorse. He worked I ing an explan atory e-mail to Heather, trying to explain 1 had not been followed during why he, as Sonja's supervisor, had not 3-18. As supervisor, what should Cliff have done when hy company prot the dismissal and t became apparent Sonja was overstepping he thority during the meeting with Cindy? il late that night, Heather 3-19. What steps do you believe Heather should take fter reading Cliff t a response to Lamarr that was apparently 's e-mailI ith Sonja? With Cliff? With Cind

Explanation / Answer

3-17

Cliff should have first reviewed the subject matter of discussion between Cindy and Sonja precisely. He should have reviewed the gaps between expectations and performance of Cindy and informed Sonja to restrict all interactions within the framework of gaps and countermeasures. Furthermore, he should have also asked Sonja for how she was planning to organize the session. Based on this information, he had a chance to rectify the line of communication of Sonja and in that case the meeting could have completed effectively and efficiency.

3-18

When the discussion was going in wrong direction, Cliff must have intervened in the discussion to streamline the thought process of both Cindy and Sonja. He should have stopped and restarted the discussion when he felt that things were going towards a dysfunctional conflict. Moreover, it was his duty to constantly remind Cindy and Sonja that they were entering into personal disrespect and that they must restrict their discussion to problem solving.

3-19

As a representative of top management, Heather should have first sit with Cindy, Sonja, and Cliff individually to get to know each one's perspective. With Cindy, he should have clearly communicated that the procedures of the company is applied uniformly to all the employees.

With Sonja, Heather should have focused on mutual respect and communicated that such disrespectful attitudes are not as per the corporate culture.

With Cliff, the communication should have been focused on leader's responsibility of managing the followers action.

Finally, the issue could have been closed with a joint meeting with all the three.

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