George did not look forward to going to the staff meetings that his middle-manager boss convened once each week. He did not always feel this way about the meetings; in fact, up until 3 months earlier he rather enjoyed what he believed were productive and congenial gatherings. What made the difference was one change in the membership of this group of six supervisors: the addition of Charlie, who replaced a usually silent supervisor.
Unlike his predecessor, Charlie was anything but usually silent. In fact, it seemed as though Charlie had made it a point to become conversant with every section of their boss’s territory, and he almost always had something critical to say about the other supervisors’ weekly reports.
What bothered George most was Charlie’s approach to getting his issues or criticisms on the table. Charlie seemed to focus exclusively on problems and weaknesses. As if that in itself wasn’t bad enough, what George resented most was Charlie’s way of introducing a problem or concern in a way that ensured maximum embarrassment for whoever’s area he was commenting on. It was Charlie’s practice to openly drop his little bombshells in the staff meeting, where the supervisor whose area was in question first heard of a so-called problem or weakness at the same time the others learned of it.
It seemed to George that Charlie’s practice of blindsiding the others in the group was coldly calculated to make himself look better by making others look worse. And George found it even more frustrating to note that their boss did not seem to recognize what Charlie was doing.
Would you recommend that George start addressing this problem by taking it up one-on-one with their mutual middle-manager boss?
answer-
I would recommend George to address this problem to middle manager who would hear the issues of both parties and also middle manager is the one who convened meetings so he is the authority to bring the issue. other supervisors in the staff meeting may be blindsided but middle manager boss would definitely know what charlie is doing in the meeting and trying to bring his issues and criticisms in the staff meeting and ignoring other's point of views.
the approach of this to take to middle manager boss would make sure that if anythings happens between the two then it is in open not either of the party can do false allegations in their discussion to solve their issues.
George did not look forward to going to the staff meetings that his middle-manager boss convened...
George did not look forward to going to the staff meetings that his middle-manager boss convened once each week. He did not always feel this way about the meetings; in fact, up until 3 months earlier he rather enjoyed what he believed were productive and congenial gatherings. What made the difference was one change in the membership of this group of six supervisors: the addition of Charlie, who replaced a usually silent supervisor. Unlike his predecessor, Charlie was anything but...
Caution Is in Order 321 Case: The Blindsider not look forward to going to the staff meetings that his middle-manager George dce each week. He did not always feel this way about the meetings, in fact did not ago he rather enjoyed what he believed were productive and e meetings, in fact, up de the difference was one change in the membership of this group of addition of Charlie, who replaced a usually silent supervisor of one of h congenial...
Caution Is in Order 321 Case: The Blindsider not look forward to going to the staff meetings that his middle-manager George dce each week. He did not always feel this way about the meetings, in fact did not ago he rather enjoyed what he believed were productive and e meetings, in fact, up de the difference was one change in the membership of this group of addition of Charlie, who replaced a usually silent supervisor of one of h congenial...
When university president, George Caspase, hung up the phone, he had a very worried look on his face. Another alumnus had passed away. It was the second time that the Centers for Disease Control and Prevention (CDC) had called in the past week. Henry Proton, age 26, Emily Reticulum, age 25, and Frank Spongiform, age 26, had died in the past year. The loss of these young people was tragic enough, but it was the way they died that had...
Case Incident 3 THE POLITICS OF BACKSTABBING Scott Rosen believed that he was making progress as an assistant manager of a financial-services company-until he noticed that his colleague, another assistant manager, was attempting to push him aside. On repeated occasions, Mr. Rosen would observe his colleague speaking with their manager behind closed doors. During these conversations, Mr. Rosen's colleague would attempt to persuade the supervisor that Mr. Rosen was incompetent and mismanaging his job, a practice that Mr. Rosen found...
Case 2: Going to The X-Stream Gil Reihana is the chief executive officer of X-Stream, an Auckland-based company that assembles personal computers for the New Zealand and Australian markets, and sells them through a number of chain stores and independent retailers. He started the company six years ago, at the age of 25, after graduating from university with a Bachelor’s degree in Information Technology and Management. To establish the company, Reihana invested $300 000 he had inherited and persuaded various...
I need help with the case W16165 SOMEBODY STOP THE RADIO STAR: JIAN GHOMESHI AT THE CBC Questions: What negative behavior is attributed to Ghomeshi? What was the impact of his alleged behavior on Q employees? Why did the employee get together to compile the red sky presentation for Groen and Noorani? What else could they have done. If is is true that Goneshi treated Q staff extremely poorly over a long period of time (e.g. from April 2007 to...
I need help with the case W16165 SOMEBODY STOP THE RADIO STAR: JIAN GHOMESHI AT THE CBC Questions: What negative behavior is attributed to Ghomeshi? What was the impact of his alleged behavior on Q employees? Why did the employee get together to compile the red sky presentation for Groen and Noorani? What else could they have done. If is is true that Goneshi treated Q staff extremely poorly over a long period of time (e.g. from April 2007 to...
Why did the Energy Telematics project fail and why was Joel's tram vaught off guard by the hostile reaction of the truck drivers at the Omaha depot? MINI CASE Working Smarter at Continental Furniture International Joel Parsons hurried down the hall to the monthly executive committee meeting doing a mental checklist of all the things he was responsible for: sales analysis-check; mar keting stats-check; quarterly and YTD financials-check; operating statistics-check trends in each of these areas-check. Parsons was right hand...
Questions-Kevin Sparks of Blue Cross and Blue Shield of Kansas City had a difficult time convincing his people of the need for change. What would you have suggested he do before you read the case? What about afterwards? How did your recommendations change as a result? Blue Cross and Blue Shield, and Others: Understanding the Science behind Change Kevin Sparks has been trying to get his staff to change the way it monitors and supports the data center for the...