Tricia Monet, who is a young woman aged twenty-three years old, is hastily promoted from an assistant store director to a store director for a Personal Reflections retail store. Tricia Monet had no previous managerial experience as she had just been out of college. The jobs that she had done were the accounting jobs at her school. The only training that Tricia Monet had was a two-week course for the position of assistant store director. When she arrives at her new workplace, the director of the company hires three assistant store directors for the store. The first task that she had was trying to create or build a team atmosphere in the workplace. On the first day in the office, Tricia Monet is met with animosity with one of her new workmates. This was the store director named Heather Munson. The animosity from Heather Munson that Tricia Monet received was as a result of not being in the part of the hiring phase. All the efforts that Tricia Monet tried to make for the betterment of the organization was resentment by Heather. This is because Heather believed that the organization had a very structured formal way in which new employees had to be hired. When Tricia arrived at the Personal Reflection store, the organization was not achieving its goals. Initially, Tricia wanted to quit due to the animosity between her and heather however after one month, Heather informed Tricia that he was having back pains and that he had decided to go on disability leave. Tricia was left in a situation that she had to act as the store manager although she had only one-month experience. After a few months, the Personal Reflections director informed Tricia that her colleague, heather, was not coming back to the organization. The district manager decided to hire three new assistant store managers who were supposed to work under Tricia. Tricia was formally made as the Store Director. Tricia’s main objective was to create a teamwork atmosphere. All the employees in the Personal Reflections store were treated as equals. From the onset, Tricia encouraged all the employees to participate in the decisions that they made in regard to the Personal Reflection store. In terms of socializing with her new teammates, Tricia participated quite well. This led her to believe that all her subordinates were on the same platform as her. Tricia had one predicament. She had always had the feeling of quitting to go and further her studies. One day the team learnt of her plans and immediately started fighting and jostling for her position. There were employees who could not talk to her unless it was ultimately necessary. The bottom of the smooth operation that she was running dropped. On her part, Tricia became extremely defensive of her position. In the end, Tricia was left wondering what she could do in order to manage the already dwindling relationships among her subordinates.
Finding fact 1: it is evident that Tricia had no experience in leadership or in management and the organization that she was hired on did not provide any follow-on training once she had been hired by the organization.
Justification/Recommendations: This difficult can be solved in terms of short term goals and long term goals. In the short term, the district manager has the responsibility of ensuring that the Personal Reflection store is in a position to stand by its own self. The store should be back in order before the district manager hands over to Tricia. The second solution to this problem concerns the training that Tricia has to undergo. Based on the case study, Tricia has not had any experience in terms of conflict resolution. She may have learnt conflict resolution in class but putting it into practice is a whole new different aspect. It is the obligation of the district manager to ensure that policies and norms are put in place in any organization so that employees have a guidance on how to behave in the workplace. The policies that remove the role ambiguity that exists between the managers and the employees should be stressed.it should be comprehended that norms are considered as rules and regulations or the patterns of behavior that respective employees have to follow in the workplace. What Tricia did not implement clearly is the role ambiguity in that Tricia lacked clarity in all her procedures. All the employees were treated as equals, but no employee played a single defined role. It was evident that Tricia failed to establish this kind of relationship in that her subordinates decided to contact the district manager thereby creating a break in the chain of command. Dimock et al. (34) argues that on the other hand, it is the responsibility of the of the district manager to explain to new employee of the expectations that they have of new employees in terms of dedication and loyalty.in this case, employees should consult the store manager before contacting the district store director. Tricia, on the other hand, should ensure that the assessments that she does for all the other employees are fair and consistent. The district manager should inform all employees that they should report directly to Tricia in matters that regard store operations.Top of Form
Finding of Fact #2: Where a once peaceable and harmonious work environment occurred has now given way to a hostile and traumatic work environment amongst the store’s management team. Two major complications attribute to the traumatic job atmosphere: The imaginable alteration in leadership is triggering intragroup struggle. Tammy is embarrassed by a special type of maltreatment against Tricia called mobbing.
Justification/Recommendations: “An Intragroup struggle refers to disagreements among some or all of a set’s members, which frequently affect a group’s undercurrents and efficiency.” When Tricia made the declaration that she was thinking about the departure of the job in order to pursue more schooling, the team became worried. The group of subordinate managers are made up of different persona types and consequently handled the pressure of the conceivable change in management in their own exclusive way. According to the text, the intragroup struggle becomes more demanding when a leader of the team is preparing to leave the collection. (With this in mind management must contrivance strategies to lessen the stress.
Recommendation: For the responsive solution to this issue, Tricia should try to: Recognize, reduce, or eradicate the stressors for each assistant administrator on a different basis. Clarify to each assistant manager how this alteration might influence them and assist them facilitate their next step in the development. To help an organization to alleviate work stress before it leads to intragroup struggle, they should: Include the staff in the forthcoming modifications. Certify job descriptions and duties are structured to condense major causes to worry. “Jamming is the gaining up by co-workers, assistants, or managers to force someone out of the workstation through rumor, bullying, humiliation, disbelieving and/or seclusion.” Jamming is a type of workplace intimidation that must be recognized and uninvolved from any association. The responsive solution to this issue, Tricia can officially counsel Tammy unswervingly and notify her of what she is doing and that her conduct is intolerable or files a formal grievance with the association. The Workplace Bullying Institute endorses a three step target action plan when antagonizing workplace intimidation. “Step One - Name it! Legitimize yourself! Step Two – Take time off to Heal & Launch a Counteroffensive. Step Three – Expose the Tormenter (Hellriegel, Don, and John 33).
Finding of Fact 3: Tricia was unsuccessful in setting goals and institute an environment favorable for growth. When Tricia did little to discourse, document, and analyze Tammy’s enactment deficiencies to ensure continued performance. Additionally, the lack of certification of staff’s enactment deficiencies could lead to employees being promoted to situations they are not likeminded for.
Justification/Recommendations: During Tricia’s first reflection she noticed that Tammy and Lori were viable toward each other and that Tammy was more resilient to alteration than the others. When a skills record was completed, Tricia found Lori to be more knowledgeable of the administrative issues and, therefore, count on heavily upon Lori and allowed Tammy to uninterruptedly perform poorly. Tricia just acknowledged her performance shortage. Correcting a person’s deficiencies threatens the person’s self-esteem and often leads to confrontation.
According to Dimock et al (55) there are several strategies for correcting enactment shortages. These processes can be followed as gathering data about the enactment problem, try to evade attributional prejudices, offering corrective response promptly, pronouncing the shortage briefly in specific positions. Clarify the adverse influence of the unsuccessful behavior and stay unruffled and proficient, mutually recognize the reasons for inadequate performance, ask the individual to suggest therapies, definite confidence in the individual, express a genuine desire to help the individual, reach settlement on specific accomplishment steps and recapitulate the discussion and authenticate the settlement.
The intransigent solution to this issue would be for Tricia to sit down with each associate and conduct a fair enactment evaluation on each assistant store administrator using the above guidelines. These assessments should address three areas: fortes, areas for enhancement, and objectives to assist in eradicating the areas for development. Conferring to the text “goals direct consideration, normalize effort, increase perseverance, and foster strategies and action programs. The case study acknowledged accounting as an area of feebleness for Tammy. Objectives should be set to charge Tammy to turn in information with zero errors. To achieve this Tricia will have to allocate reports and offer a constructive response to Tammy when miscalculations are found. When no miscalculations are found, Tricia should recompense Tammy with inducements for continued performance.
Hellriegel, Don, and John W. Slocum. Organizational Behavior. Mason, Ohio: Thomson/South- Western, 2007. Print.
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Dimock, E J, Louis J. Rezzemini, Leland F. Coss, and James M. Flavin. Reports of Cases Decided in the Appellate Division of the Supreme Court, State of New York. Eagan, MN: Thomson/West, 1943. Print.
The Miscellaneous Reports: Cases Decided in the Inferior Courts of Record of the State of New York. Albany: James B. Lyon, 1892. Print.