MGMT101_Discussion Week 3
pdf
keyboard_arrow_up
School
American Public University *
*We aren’t endorsed by this school
Course
101
Subject
Communications
Date
Jan 9, 2024
Type
Pages
3
Uploaded by sheasacks
Week 3 Hello Students,
1.
For this Discussion, you need to read Part III "Communicating with Others Proactively" in your textbook.
2.
Discuss the key elements of positive and proactive communications that are missing in the below scenario and any other aspects of the situation you feel need to be corrected (and why). Also, complete any tasks within the scenario. 3.
Then respond to at least two (2) of your peer's answers by selecting the "Reply" link. Were they effective in their approach to each scenario? Discussion Scenario:
(A). One-on-one supervisor with employees Your peer (a first-line supervisor at a major retail store) is conducting a performance evaluation of a subordinate in the break room, where numerous other employees are eating lunch. Your peer is raising their voice and noticeably frustrated with the employee. The employee is attempting to defend their position but it is obvious your peer will not let them get a word in edge-wise. You notice numerous other employees shaking their heads. You decide to approach your peer (also a friend) and address what you saw. What do you say? (B). Supervisor to a team You are a team member on a major project for a defense contractor. Your supervisor has just called an "urgent meeting" to discuss the current problems with the project's progress. The project is months behind and slightly over budget. Most people feel it is due to the lack of resources (your project is the third priority). The meeting is in 30 minutes and you have no additional details as to the meeting content. Your supervisor routinely calls meetings with little or no warning and then expects various employees to brief their portions of the project. When employees cannot brief their sections, the meeting is often canceled and rescheduled for after normal working hours to allow "time to better prepare (words of your supervisor)." You have had enough; you decide to email your supervisor and recommend a better way to conduct the meeting. (C). Supervisor with a manager. You are the manager of a department at the local shipyard. You have 7 supervisors that work for you and run the day-to-day operations of your six divisions. One of your supervisors continually disrupts planning meetings to discuss personal problems within their division. They dominate the meeting time and often no one else gets to talk. You have talked to him and counseled him several times about the proper time and place to discuss the specific division and worker problems. Your friend (a manager of another department) recommends that your move the supervisor to a less challenging division or have the meeting without him. What are you going to do? How? Why? ----------------------------------------------------- Good evening professor and class,
Scenario A: In this scenario, I think there are a few major concerns to address. First, most importantly, one-on-one a conversation should be one-on-one. Especially, something as personal as a performance evaluation. A common area, such as a breakroom is not the appropriate place to hold this type of discussion. In our reading a benefit outlined from one-on-one communication are building rapport and enhancing performance (Woodbury, Cohen, & Zayszly, 2001). From the sounds of the conversation, these marks were not being met. Second, the communication skills the new supervisor was exhibiting during the feedback. By not allowing the employee to speak on the position, or defend anything being said, the supervisor was demonstrating poor communication. I think this would be a great mentorship moment to bring the friend and new supervisor into a private setting and conduct a proper one-on-one session to address these two areas of concern. Scenario B: There are some key elements of proactive communication missing from your supervisor’s approach here. In calling meeting 30 minutes prior to the start, he/she has already set the team up for failure. When sending a proactive message, it should be clear in what outcome is needed. If a member of each area of the project are going to be required to brief on their portion, adequate time and notification is needed to come prepared. A meeting that is not well thought out is waste of everyone’s time. Choosing to reach out to supervisor to address concerns can help not only you, but the other members of your team get more out of the meetings. In the email response to my supervisor, I would ensure I was respectful in giving suggestions of regular meeting times, with an agenda of who was to brief at what time within the meeting. That way, there was a clear expectation from all members attending. Additionally, if there was a need for urgent meeting, making the suggestion of those being “information giving” meeting only would be helpful. Scenario C: I would break this into a three-step counseling processing. Step one: The next planning meeting would be held with 6 supervisors, and a one-on-one meeting with the supervisor who is having difficulty with his department. During his meeting, I would take the time to listen to his concerns, but then address the fact that other supervisors are noticing he is taking up much of the planning meeting time. I would set a clear expectation, that the planning meeting would be sticking to a clear agenda, and any division or worker specific issues would be addresses in a 30-minute meeting directly after the group meeting with him and I privately. I would address this portion as a warning in writing. During this meeting, I would let him know, the next meeting he would be rejoining the other supervisors for the regular planning meeting. I would also let him know, if he continued to disrupt the planning meeting with division specific problems, I would be forced to make changes to in the area he oversees. Step two: would be the next planning meeting. Depending on the managers ability to conform to requirements, would depend on how step three would go. Step three: If all went well, there would be no additional changes. If the manager was not able to hold his specific division concerns until our scheduled time, I would have no choice but to move him to a less challenging division. I chose this approach, because I feel it is important to allow for improvement with clear expectation and guidelines, before a hard change. Tell the employee what the plan is if they cannot improve the issues, before there is a drastic change. Also, if there are specific challenges
going on in a division, as a team lead, I would want to know about them. So having time with that manager one-on-one every week could help brainstorm ideas together to improve the area. Woodbury, D., Cohen, E., & Zayszly, J. (Eds.). (2001). Excellence in supervision : Essential skills for the new supervisor. Course Technology Crisp.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help