Third was the need for me to know not only that there was a dissatisfaction with my work performance, but, also that there would be consequences that affected my job. What transpired in this example is one of the barriers of communication – Silence. The employment agency assumed that no news was good news. We see that this was not the case. In reality, ‘silence and information withheld are both common and problematic.’ (Robbins & Judge, pg
What this does is show the employees that they do not have a set code of conduct to follow. A system such as the one in place can discourage those employees that strive for excellence on the job. A new system is in order here. Employees that receive a poor performance evaluation should be put on probation immediately. The next step should be for the supervisor to ask questions and try to develop a good rapport with the employee to see what is going on in their personal lives.
Poor Communication/personality conflicts. The client and agency staff fail to develop a good level of commination to maintain a good working relationship. Client and agency don’t have a good rapport. 3. Personnel changes in either the agency or with the advertiser.
John’s inability to anticipate issues and take up steps to resolve the conflict arising due to the Vincent’s presence is harming the output of the organization. Not only the specific projects, Gwen’s behavior and John’s is leading to voluntary exists of other employees. Symptoms of the problem: • Gwen’s Incivility towards Vincent • John’s failure to address Gwen for her misbehavior • Voluntary exists of employees • Partial behavior towards Gwen by allowing her to print Visiting cards not as per her job description. • Gwen’s Bossy Attitude towards employees Case Analysis and Solutions The above case deals with the effect of counterproductive behavior of Gwen, and lack of management qualities in John, which further led to a situation of role ambiguity in the organization. Gwen had been contributing towards the
Alan’s opening thoughts on his job affect his approach to the performance reviews dramatically. His outlook on the entire situation is very negative and he feels uncomfortable performing these interviews. Even though Alan O’Connor tries to be honest with his employees on what they need to improve, he feels that the employees resent his effort in trying to help them. When in reality, the way Alan goes about communicating the employee’s necessary improvements is why Alan is receiving this impression from his employees. Alan O’Connor’s view on his job fosters a negative work environment because his outlook on his own job is negative itself.
Some employers think that people with learning disabilities cannot be independent and would not be able to keep a job. People that stereotype others are at a disadvantage as they ignore the diversity within a group and convey negative vibes and attitudes; Sutton & Stewart (2008), state that ‘stereotyping allows no room for individuality, and is generally negative. It stems from our deeply embedded, and often condition, conviction about others, and may be due to fear or lack of understanding about people different to ourselves. In a counselling setting, this would cause harm to the client and damage the relationship between the counsellor and the client as is suggested by Sutton & Stewart (2008), ‘stereotyping can have a damaging effect on the therapeutic alliance. To remain neutral, and to prevent putting barriers in the way, counsellors need to listen to themselves carefully for any signs of ‘putting their client into a niche`.
I am concerned that even the owner doesn’t care enough to ensure the safety and well-being of his employees as he said, “You cannot prove that there is an explosion hazard here. You should only come to me when you know definitely that there is a safety issue. I will consider anything else as slander against me and my company. I do not take too well to disloyal
1. What is the context of this passage? Montag is in a vulnerable state and is easily influenced. He is also inconclusive about how he feels about his society’s values. However his superior Captain Beatty is trying to convince and advise Montag that he shouldn’t be interested in the books and he shouldn’t read them.
6 7. Conflict between the chair of the board and the director 6 8. What can an organization do structurally to reduce conflict resulting from role ambiguity? 7 9. How should Peter Smith react when his advice is not followed by the board?
Some of the reasons diversity training does not work well in organizations are outlined below. If your organization's initiative did not do as well as you expected, assess whether your training was affected by any of the following: Poor Timing. The training may have come at a time when employees were preoccupied with more urgent priorities. Stress, because of downsizing and the accompanying fear of job loss, increased workload, or a specific conflict or negotiation with a union might have been much more critical. During such periods, staff is usually functioning at the survival level on Maslow's hierarchy and diversity may not even be a blip on their radar screen, hence their irritation that time and resources are taken up with training.