Had to ask repeatedly for help by different sales people. ➢ Individual sales became too competitive. • Lack of Organization: Poor inventory on sales floor, store appeared to be “messy.” ➢ Sales personnel became self-interested. Employees were overwhelmed and felt they needed to be on the sales floor at all times. • Ethical Violations: Some sales reported were greater than total cash register receipts ➢ Employees were pushed to be results and sales oriented.
My thought on this is that the lawyer is feeling sorry for Bartleby. The lawyer believes that the refusal means that something has disarmed him. It is more of a confusing for the lawyer because he knows what the potentials of the character, the lawyer even starts to blame himself for Bartleby’s refusing to do anything. Bartleby never leaves the office so the lawyer begins to watch him carefully. Why is the lawyer so concerned about the change in his behavior?
In Shelburne’s report, and your observation at the brand review meeting, Simon shows a pattern of lack of empathy for his subordinates and intolerance for imperfection. Also, he does not understand his position’s boundaries and felt entitled to yell at the staff in production floor, which was out of his scope. In the brand review meeting, with scoffs, scorns, and contemptuous taunts, Simon has created a punitive atmosphere for his staff; he did not question the mistake might have resulted from lack of training or communication among his staff, which is his responsibility to investigate and resolve the issue. Simon’s management style is close to Theory X. He doesn’t think that his staff is offering and contributing to their job as much as he does.
1) It is apparent from the lack of receiving critical information that frontline construction workers / managers are either not aware of (or buy into) the aggressive timeframe for completing the towers. They also appear to lack a clear method to communicate issues beyond the weekly status meetings. While some of the strongest positive feedback received for Erik has been the organization of these meetings, there appears to be a disconnect in how they are perceived: Construction attendees apparently believe this is where all status, including emergencies, are communicated; Erik and Curt appear to expect it as a routine checkpoint with no surprises. 2) Erik's manager, Jeff Hardy, has not done well at clarifying the General Manager's role, or in helping Erik establishing boundaries for the position. No one has put the brakes on Erik's actions, implying agreement.
A lot of them speak negatively about Kim, I think | |that part of this is because she is from another culture and they do not like that change. It also seems that specifically David was being | |self-centered on this particular day. He placed blame on Kim even though it could easily have been his own fault for not being clear with his | |instructions. He also clearly did not realize, or care that Kim had been working hard all day to finish many projects and had forgone her own | |breaks to help everyone else. Another reason why I think they resemble Theory X is because everyone brings their requests to Kim, they have little| |desire to try to do things on their own and take everything to someone else to be done.
Without the knowledge about how specific industry works, it is very hard to manage and lead the team to progress and be successful. To make things even worse, Peterson had to report to Jeff Hardy, who was Director of Budgets and Plans and also had no experience in systems operations. This was the first sign of miscommunication in the company. One of the biggest problems for Erik Peterson was bad communication and lack of expertise from the chief engineer Curt Anderson. Peterson showed decent managerial skills by giving specific instructions on how to improve Curt’s ability to plan and organize.
Unfortunately, many people have no desire on developing his or her negotiating skills they simply avoid or postpone solving problems. For example, a conflict between two employees caused production levels to down at Joe bait. The manager of these two employees instead of taking immediate action and using his or her negotiating skills allow the conflict to escalate; whether the manager though the problem would resolve itself his or her lack of action only contributed to the conflict and the continued decrease in production. If the manager had used his or her negotiating skills and solved the conflict with the employees the company would not have only save time and production it would have saved money for the company. One can only image the amount of money wasted from unnecessary and in many cases avoidable lawsuits or injury.
They are the ones whose confidence is high, have a neat clean appearance and are sharply dressed. However, the know-it-all has a certain attitude about them that can easily be perceived as cocky. They seem to think they’re above everyone else, but it’s the other way around and are considered outcast by many. When working in a group, the concept of teamwork isn’t something they thrive
The fear of having lower SPH forced employees to make the non selling hours off the record and this resulted in losses for the employees, in both, monetary as well as recognition of extra efforts work. The main cause of this problem is the incentive for the sellers. It causes employees to work off the clock in order to increase their SPH. Another important problem that the employees of Nordstrom confront is the peer pressure. Every employee want be in the shifts that had maximum sales to increase their sales-per-hour, so there was a lot of competition.
Gary was pushed into forging data by his boss and then himself forged data to save his nose in order to meet the technical scope of the project. He lost track of the project’s progress because he had hard time balancing his administrative duties and his technical duties. Due to his lack of communication with his team, Gary wasted time and money in order to meet the milestones. He also could have negotiated a more beneficial contract. Gary had communication, administrative, human resource and leadership problems that, in the end, cost him his position as a project manager.