1. Do you agree with Bobby’s request for the second meeting? Why or why not? Bobby Baron’s request for a second meeting is understandable and is an excellent problem solving method. In order to be an effective leader, Bobby needs to evaluate and consider both the internal and external causes of the behaviour of the employees. Internally, Shirley Adler’s negative behaviour and controlling attitude in the workforce can be linked to the individual mechanisms of stress and her weakness in her learning and decision making skills.
The root of Shirley’s stress can be associated with her deprived childhood and her poor decision making skills need improvement, especially after the misunderstanding between Shirley and a vendor. Externally, Bobby needs to consider the factors within the working environment that may have contributed to Shirley’s behaviour, performance and consistency. Being the CEO, Bobby Baron has the authority and the responsibility of solving major problems within the company.
Understanding the company’s organizational behaviour enables Bobby to maximize the individual behaviour in all levels of management throughout the company and improve the productivity and overall image of LiveLife Health Care Inc. LiveLife Health Care acts as a contemporary managed company since it combines both the classical and human relations approaches. The rules and procedures, hierarchy and division of labour identify the company as a bureaucratically managed business and there are factors from the human relations approach since the company recognizes the psychological attributes of the workers.
This Canadian business is successful due to the combination of structure, reliability and joint specialization. One of the reasons that this company is able to expand their business all over Alberta is due to the fact that employees are satisfied with their jobs, which influences job performance and organizational commitment. Both Shirley and Jeannie demonstrate commitment for several years since they are motivated and feel valued within the company.
The value percept theory coincides with their commitment because the promotions and work tasks both females have had throughout their work experience in the company increased their satisfaction drastically. As the CEO, Bobby Baron sets many of the rules and procedures in the company but he does not have the ability to regularly interact with all levels of employees. In general, CEO’s face many physical barriers that interfere with effective communication. Due to the age of information technology, businesses are substituting the internet, emails, handheld devices and videoconferencing for face-to-face interactions.
Even though these methods of communication may be cost efficient, convenient and effective, these barriers can negatively affect the reception of different messages that employees may be trying to deliver to Bobby. The exchange of information between Bobby and the other employees in the company may be inaccurate and Bobby may create his own meaning in his mind. Unlike Kelly Henderson, Bobby Baron was not directly involved in the hiring process of both Shirley and Jeannie. His perception and opinions on both employees may have derived from other people within the organization.
The mixed messages are detrimental in this case since the CEO of the company is not able to physically communicate with Shirley and Jeannie frequently. However, after his short face-to-face meeting with Shirley, Bobby has understood that there is an obvious problem and worry between the two women. Bobby needs to request a second meeting because he may have unintentionally developed stereotypes and perceptual errors in his mind leading to a bias understanding of the issues behind the outburst in Jeannie in the meeting. By revisiting the issue, his negative perceptions can turn into positive ones.
Bobby understands the importance of another meeting because Shirley, Jeannie and Kelly walked into the previous meeting with both personal and semantic barriers. Personal barriers hindered the first meeting because Shirley processed both Kelly’s instructions and Jeannie’s words negatively and Jeannie demonstrated poor listening skills. Semantic barriers interfered with the accurate transmission of the message because Kelly’s choice of wording prevented Shirley to state her opinion and Shirley felt verbally attacked by Jeannie’s choice of wording.
In a second meeting, Bobby needs to emphasize active listening skills. Listening is important for employees in all industries around the world and without it; companies can be led to the decline stage in their business. Communication within LiveLife Health Care Inc. is equally as important as the communication between the employees and consumers. Affective listening can help Shirley and Jeannie understand the bottom line, the rationale and the specific issues of their problem. Furthermore, a second meeting can help address and solve the perceptions about Shirley.
Within the company, employees have developed a halo and there is evidence of a recency effect towards Shirley. Shirley has an overall impression of being tough and abrasive, and her disappointment and anger regarding the confusion of a recent project causes a bias and negativity towards her throughout the company. Previous to the recent incidents, Bobby’s perception towards Shirley may have been that she was a hard-working and devoted employee due to her expertise in operations and her managerial awards.
In reference to the four-stage sequence of perception, it is clear that people are continuously bombarded by both physical and social stimuli in the environment, information is stored for long periods of time and people retrieve information from memory when making decisions. Being occupied with events in the higher level of management, Bobby may have the tendency to store events, places and first impressions in his mind. Bobby may have referred to the event regarding the vendor and Shirley and his own personal memories of her in the wrong way.
By erasing his own negative perceptions of Shirley, he can help Jeannie and Shirley improve their communication skills amongst one another. In regards to the conversation between Shirley and Bobby towards the end of the case, the CEO is doing an excellent job of providing supervision satisfaction to his employee. Bobby’s competency, communication and personality are demonstrated since he is being understanding and supportive. The CEO understands the importance of satisfying his employees because both Shirley and Jeannie represent the company and their happiness is critical for future success.
Bobby approached the situation with calm and ease, which may have indirectly helped Shirley from making an unwise decision of quitting or complaining to someone in the board. Both Shirley and Jeannie have pay, promotional and supervision satisfaction, but it is clear that they are lacking co-worker satisfaction. Both women are satisfied with the work itself since working for a medical centre is challenging but rewarding, but the tension between the women is dissatisfying their values. A request for a second meeting is vital to fulfill the job value in both women.
Bobby’s request for the second meeting is beneficial due to the fact that Kelly felt sympathetic and concerned for Shirley’s psychological well-being. The empathy and worry from the Vice-president of Operation helped raise awareness in Bobby’s eyes. Shirley’s visible depression created a perception of fear and anxiety in Bobby and Kelly’s eyes. This type of emotion from Shirley seems unfamiliar due to her leadership style and standoffish behaviour beforehand. Shirley’s leadership style appears to be assertive, extremely formal and unfriendly.
Shirley appears to use a routine task performance method throughout her branches, in which the activities occur in a normal and predictable way. On the other hand, Jeannie’s leadership style differs since she is more contemporary, organic and flexible. The two women are conflicted due to their visibly different approaches to problems in the workplace. Shirley is strictly bureaucratic whereas Jeannie behaves in non-routine way. There is no right or wrong method of leadership in this case; however, equilibrium needs to be established in order to create efficiency and a positive atmosphere.
The second meeting is ideal due to the sudden outbreak from Shirley because it was unfamiliar and can result positively for the company. The outcome can be positive because this confrontation was a chance for Shirley to realize her mistakes, and an opportunity for Jeannie to recognize her personal areas that need improvement. Organizational Chart: LiveLife Health Care Inc. Bobby Baron: Chief Executive Officer Justin Cole: Business Development and Marketing Kelly Henderson Vice-President of Operations Territory Manager Territory Manager.
Shirley Adler Territory Manager Human Relations Manager Branch Office Branch Office Branch Office Jeannie Sparrow: Branch Office 2. If the meeting does take place, how should Kelly try to make it more productive and less hostile? In order to make the meeting productive, successful and less hostile, Kelly Henderson needs to re-evaluate her approach, behaviour and leadership skills. Being Vice-President of Operations, Kelly is satisfied with her job because of the meaningfulness of her work and the knowledge that she obtains in the workplace.
Being able to have a prestigious job title and a job of importance is commendable for any sex or race; however Kelly, Jeannie and Shirley are probably faced with numerous sex stereotypes. All three of these women have high-status job titles; titles that are more associated with men in our society. Although there are no significant performance differences between men and women, these women need to be commended for their perseverance and determination in the workforce.
With being a woman, Kelly needs to be understanding of both Jeannie and Shirley’s moods and emotions since women tend to showcase their emotions more than men. Even though Shirley is known to be controlling and critical of other people’s performances, her emotions have become apparent and are caused by the unpleasant criticism from Jeannie. Jeannie is understanding and has developed excellent communication skills in her branch. She understood the importance of emotional labour and did not let the unnecessary and biased criticism faze her, until her negative emotions reached to a breaking point.
Kelly needs to realize that both Jeannie and Shirley need to be emotionally satisfied; otherwise their negative emotion will be contagious to the other employees in the branches leading to less productivity and satisfaction in the workforce. A successful business is one in which the employees look forward to routinely and/or adaptively completing their tasks on a daily basis, but with an unfriendly staff, employees instantly rate their job satisfaction low and are not meeting the organization’s requirements.
Kelly Henderson can develop an effective plan in which she can highlight some interpersonal activities that Jeannie and Shirley can participate in. For example, Shirley has the option of guiding and showing the ropes to Jeannie and Jeannie can lighten Shirley’s workload and show her new ways of managing a situation. By doing so, a stronger and more supportive partnership can be built. This form of citizenship behaviour can be rewarded by Kelly and Bobby and eventually, the entire organization will see the benefit of the two women getting along positively.
This organic method is ideal in comparison to a bureaucratic organization in which there is much hierarchy and many levels of administration. When eliminating the control battle between the two women, Jeannie and Shirley can focus on being courteous, showing sportsmanship and helping one another in daily activities. Maintaining a positive attitude amongst one another through both good and bad times is a great indicator on how Jeannie and Shirley deal with further disagreements and even external forces.
Boosterism is highly important for LiveLife Health Care in terms of expanding their business domestically and internationally in the future. When Jeannie and Shirley are in meetings and are making important business deals with other businesses, they need to be aware of labouring their emotions. By managing their emotions, there is a significantly higher chance of productivity, efficiency and profitability for the organization. Throughout the second meeting, Kelly can focus on highlighting the strengths and weaknesses of both individuals.
It is important for Kelly to provide positive feedback to both individuals because Jeannie and Shirley need to obtain the required knowledge and skill to increase their job performance and satisfaction. The motivation, commitment and loyalty that Jeannie and Shirley have demonstrated throughout the years can be negatively affected by the inaccuracy of identifying previous good performance. In addition to the citizenship behaviour mentioned earlier, Kelly needs to mention the implications of counterproductive behaviour. Kelly can incorporate the political deviance that is caused by the bickering and tension between the two women.
Employees throughout the company can create rumours and false assumptions about the relationship between Jeannie and Shirley, leading to poor performance and satisfaction throughout LiveLife Health Care. Gossiping and incivility are equally as harmful as property, production and personal aggression because people who engage in one form of counterproductive behaviour can engage in others. The chances of Jeannie and Shirley becoming violent or aggressive are likely since their frustration amongst one another can reach an uncomfortable level.
Even though Shirley has shown effort in improving her people-management skills, some people within the workforce continue to have a negative perception towards her. In regards to hierarchy and power, it is clear that Shirley has higher authority in comparison to Jeannie, but being looked at in a negative manner can emotionally damage Shirley. Jealousy and envy can overpower Shirley leading to a poor performance in the workforce on her behalf and on the other hand, the frustration and putdowns can damage Jeannie’s satisfaction in her job.
Up till now, the tension between Jeannie and Shirley has been strictly verbal, but if the issue is not addressed effectively, it is highly likely that the moods, emotions and behaviour can lead to some sort of physical gesture. Another effort that can be made by Kelly, Jeannie and Shirley in the next meeting is a sufficient improvement in their communication process. All three of the women are going to be senders, encoders and decoders within the conversation. All three of the women need to be prepared, knowledgeable and clear when stating their points of views and need to be active listeners.
Kelly needs to make sure both women get a chance to listen and express their feelings about one another, rather than Jeannie overpowering Shirley or vice versa. Shirley’s aggressiveness against Jeannie’s non-assertiveness can lead to a conversation dominated by Shirley, thus it is vital for Kelly to control and be assertive throughout the conversation. As a leader, she needs to set the rules and procedures and create an atmosphere in which both women feel comfortable. Along with improving their verbal communication amongst one another, it is similarly important to improve their non-verbal communication skills.
Body movements, gestures, facial expressions and eye contact can detriment the importance of the conversation and the issue can remained unsolved. Non-verbal communication is extremely powerful in this meeting because it can either mend the relationship between the two women or harm it even more. Jeannie and Shirley need to be aware of how they approach, look and behave with one another because it is very easy for one of them to misinterpret a look or a gesture and receive mixed messages. Misinterpreting a look or a poor choice of words can hinder the meeting and cause further stress between Jeannie and Shirley.
For instance, if Shirley sits with her arms crossed against her chest for the entire meeting, Jeannie may assume that Shirley is upset, arrogant and unwilling to allow Jeannie to control her branch in her way. Communication Process in Action Noise (miscommunication) 3. Receiver decodes message and decides that feedback is needed. Jeannie: I want to act as my own territory manager. 1. Sender (Jeannie) encodes message, selects medium (face-to-face). 4. Reciever (Shirley) sends a feedback through a medium (Kelly, Bobby). 2. Message is transmitted through a medium (face-to-face). Shirley: You are verbally lashing out on me.