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Please write 100 word responses to the 2 discussion posts below.
1) Good Afternoon Class,
You often hear the phrase that “communication is key,” almost to the point that it becomes something almost of a cliché to say. The reality is that communication truly is key and is something that can make or break the success of a relationship. The relationship can be anything from boss to employee or even spouse to spouse. The following scenarios will be analyzed, and it will be discussed on how the communication could have been better.
(A) This scenario of the one-on-one meeting with an employee and supervisor started off on the wrong foot in multiple ways. The biggest issue I saw was how they conducted the meeting in a break room that was surrounded by other employees, which defeats the purpose of a one-on-one. I would tell the supervisor that they should be conducting these meetings in a secluded area to allow it to feel more personal and private, especially if they feel like they need to raise their voice. Berating an employee in front of others is a huge problem. The other issue is that the supervisor will not let the peer speak. A common benefit of a one-on-one meeting is to build trust and rapport (Woodbury et al., 2001). I would let the supervisor know that the employee probably does not feel like they are building that rapport since they are not being allowed to speak. All together I would let my peer, the supervisor, know that they need to reevaluate how they do a one-on-one starting from the ground up, because almost everything was wrong.
(B) Emailing a supervisor and recommending them a different way to conduct a meeting can be dangerous, but worthwhile if done with tact. The email would first address the ways that everyone is feeling about the meetings and how they are not productive. Then I would lay out a couple guidelines by Woodbury et al. (2001) that give good tips on how to run these team meetings. The most important would be that the meeting needs to have an agenda prepared and given out before the meeting, that way the members will have time to prepare (Woodbury et al., 2001). I would stress to them the reason that the meetings keep being negative are due to the lack of preparedness and spontaneity of it. They need to follow the strategy of preparing that is talked about by Woodbury et al. (2001) in proactive communication. It is great to get input and to let other show their material, but only when allowed to prep (Woodbury et al., 2001). Hopefully this email would help them see why the meetings keep being terrible and will push them to change it for the better.
(C) One of the worst things about a meeting are when the group does not get to cover what the meeting was initially set to discuss. Having to talk to an employee several times about them interrupting the meetings can be frustrating and a challenge to fix, especially when they continue to do it. For this scenario I would have an agenda prepared and sent out before the meeting happens (Woodbury et al., 2001). I would follow the proactive strategy of communication by preparing thoroughly for this meeting (Woodbury et al., 2001). I would emphasize that this is the agenda we are following and will not deviate from it. If the member decides to have sidebars once again, then they would be counseled and not allowed to return for further meetings until their issue is fixed. The member has had several chances and having an agenda gives them an opportunity to understand what the meeting is for and what it is not for. Sometimes a person does not understand, even with proper communication, so further steps such as removing them must be taken.
As stated earlier, communication is key. In these scenarios you can see just how big of a role proper communication plays in solving the issues that we came across.
Woodbury, D., Cohen, E., & Zayszly, J. (Eds.). (2001). Excellence in supervision: Essential skills for the new supervisor. Course Technology Crisp.
2) Good Morning Class,
As I address the employee I would start by asking if they wanted to go for a walk or separate room. Also, I would talk to the person preforming the performance evaluation. The evaluation should be private and separate from other employees. I would ask what escalated the situation and made them upset. Additionally, I would also explain to the employee although they were upset it is unacceptable to lash out in the work place.
There are a few problems with this scenario. It is not realistic for employees to be ready to brief whenever the manager feels like holding a meeting. Also, these meetings could be one of the factors the team is behind. After the meeting I would talk to the boss the express the problems that these meetings cause. I would suggest to plan these meetings weekly or monthly before or after work to prevent interrupting work. The meetings will be more beneficial if the employees have time to compile their thoughts and ideas to brief. Another idea could be hold them during work but still give at least a weeks notice. There may be a method behind the bosses random meetings but the reasoning should be explained to the workers.
To try and solve this problem there are a couple routes I could take as the manager. If a supervisor can not handle the responsibilities of any range of people they are not ready for that title. I would explain that as a supervisor you are given a mystery box of employees and should be able to take on the responsibilities. I would suggest he sits down with his employees and express the problems he is seeing and maybe they could talk through it. I believe having the meeting without him would cause more problems or tension.