Case-11-15 Personal Disclosure: Confession Coincidence? – Managing Organizational Change: A Multiple Perspectives Approach : Book Guide

This Document Contains Cases 11 to 15 Scenario #11: Personal Disclosure: Confession Coincidence? I. Introduction This scenario demonstrates how disclosure of personal information and how friendships between managers and employees can create difficult situations. Management and Organizational Behavior students will enjoy analyzing this case and discussing the pros and cons of various actions. This case could also be used in a Human Resources course when discussing the Americans with Disabilities act, as the situation deals with a recovering alcoholic and potential discrimination. II. Learning Objectives To assess students’ understanding of the self-disclosure process in the workplace. To analyze and evaluate the “friend/manager” role in the workplace. To analyze organizational downsizing strategies. III. Scenario Description: Overview: Kathleen Doerder has set up a meeting with an employee, Janeen Winthrop, who has a recent record of poor performance. Although Kathleen has met with Janeen on two prior occasions to discuss the issue, the poor performance and frequent absences and tardiness, have continued. Janeen’s behavior has disrupted workflow, negatively affecting a number of colleagues within the department. Profile: Kathleen Doerder is the Manager of a 65-employee marketing department at Gen-Y.net, an internet travel agency selling customized surprise adventure trips around the world. Janeen Winthrop works with the creative marketing department to produce radio and print advertisements. She works within a team of 15, generating concepts and assisting in the implementation and layout of designs. References: The references included in the DVD are: Components of Self-Disclosure (PPT 11-3) Benefits of Self-Disclosure (PPT 11-4) Elements of Trust (PPT 11-7) Tips for Developing Trust (PPT 11-8) Back History: Janeen has never been known for her punctuality, which has never been a big deal – it’s actually become one of the running jokes in the department. But now it is becoming a big deal – very big. Janeen has been showing up later and later, more and more frequently over the course of six weeks. It is becoming problematic – Kathleen is quite torn: she feels she should be lenient, knowing Janeen is truly devoted to maintaining an enthusiastic and content staff and is always persistent in her efforts to make things work out. Janeen is a recovered alcoholic and has been sober for eight years. Over the past six weeks, she’s had a few relapses. Janeen has been very close-mouthed about her alcoholism and has shared it with no one – on social occasions, she claims to never have had any interest in alcohol and simply prefers to not partake. As of two weeks ago she’s been going to AA twice a day. She’s not drinking and is over the hump. Scene Set-up: Kathleen meets with Janeen to discuss her tardiness and performance problems. Scene Location: Kathleen’s Office The Meeting - Summary: Kathleen explains to Janeen that she has noted increased tardiness and poor performance. Kathleen tries to get Janeen to divulge what is going on in her life personally that could explain this sudden downturn in performance. Janeen breaks down in tears and reveals that she is a recovering alcoholic who had a relapse in the past six weeks but she is returning to AA and is getting back on track. Kathleen is sympathetic to this issue and suggests that she take the rest of the week off and then return on Monday. Kathleen indicates that if Janeen continues to be late, she’ll have to report the issue to HR, otherwise, she will not share this information with anyone. Two months later – The company has suffered financially and needs to lay off employees. Kathleen explains that Janeen is being laid off because of her seniority, not her performance. Janeen is outraged and accuses Kathleen of using the personal information she divulged against her. She threatens to sue and storms out. Afterthoughts – Summary: Kathleen says that it was hard not to get emotionally involved with Janeen when she broke down and cried but she had to stay even-keeled. Kathleen says that being friends with her employees is a strategy she uses to improve relations among co-workers. Being Janeen’s friend made it hard to tell her she was being laid off. If she didn’t lay her off, others would think it was because of nepotism. When she did lay her off Janeen thought it was because of the personal information Janeen shared. Dossier: The specific artifacts included in the DVD are: J. Winthrop Performance Notes: 4/8/02 J. Winthrop Performance Notes: 6/7/02 Company-wide Notice on Layoffs IV. Discussion Questions: The References and related Discussion Questions may be found in PowerPoint slides 11-1 to 11-10. Learning Objective #1: To assess students’ understanding of the self-disclosure process in the workplace. Review the Components of Self-Disclosure (PPT 11-3). Based on Janeen’s behavior in the scenario, what basic steps and tips did she exemplify or violate? Janeen did share her feelings and focused mainly on the present by indicating what she was doing now to solve the problem. It’s unclear what level of disclosure she had provided to Kathleen in the past so it’s hard to tell if it was gradual or not. From the scenario, it appears that she did not maintain a reciprocal level with her manager, but, again, we don’t know what prior personal conversations may have taken place. Student’s answers will vary as to the appropriateness of the disclosure at this point in time. Discuss the level of disclosure Janeen provided and what other approach she may have taken. What benefits of self-disclosure (see PPT 11-4) did Janeen realize? What were the disadvantages of her self-disclosure? Janeen probably enjoyed many of the benefits listed on the slide. Specifically, she was given time off to continue to make progress on her recovery. Janeen perceives that her disclosure was a major disadvantage because it caused her to be fired. Again, it may be useful to discuss more moderate levels of disclosure that Janeen could have taken to prevent this situation.  1. What is Kathleen’s strategy [in the initial meeting]? Identify problem Threaten Janeen Be compassionate Janeen wants to understand Janeen’s problem because her work performance is suddenly different.  2. Janeen’s disclosure [about her relapse] is: Inappropriate Appropriate Irrelevant Because she was pressed by Kathleen, Janeen’s disclosure was appropriate. It appeared that that was the type of information Kathleen was looking for. However, it may not have been the best course of action for Janeen. Learning Objective #2: To analyze and evaluate the “friend/manager” role in the workplace. What tips for building trust did Kathleen employ in this scenario? Provide examples from the scenario to support your answer. (see PPT 11-7 and PPT 11-8) She kept the lines of communication open by soliciting information with Janeen and by having repeated meetings with her regarding her performance. She says she kept the information about Janeen’s alcoholism confidential. How did the friendship with Janeen affect Kathleen when the company decided to downsize? Kathleen was stuck in a very difficult situation because she had used her friendship with Janeen to get her to reveal information that may have affected her decision on who to lay-off. Even if the information did not affect her decision, the appearance that it did is hard to defend. On the one hand, Kathleen wants to be open and honest with her employees, but she also wants to maintain complete professionalism and make business-related decisions. This scenario depicts the fact that this is a hard line to walk.  3. Kathleen’s response [that she will have to write Janeen up and tell human resources if she doesn’t improve] is: Too strict Too gentle Irresponsible Student’s answers will vary and this should generate a good discussion about how the friendship/management role differentiation is challenging. Learning Objective #3: To analyze organizational downsizing strategies. After reviewing the “Company-wide Notice on Layoffs”, do you believe Kathleen made the right decision in laying off Janeen? Why or why not? The memo says that the first round of lay-offs will be based on performance, not seniority. Then, seniority will be the determining factor if more layoffs are required. During her conversation with Janeen, Kathleen refers to her seniority as the reason she is being laid off. Janeen indicates that she is the first one to be laid off and her performance has been excellent. Kathleen agrees and “J. Winthrop Performance Notes: 6/7/02” describe Janeen’s excellent recent performance. Therefore, it doesn’t make sense that Janeen should be the one laid off first. Perhaps, her performance when she suffered her relapse was taken into consideration? Discuss the students’ perspectives on this.  4. Kathleen’s delivery [regarding Janeen’s layoff] is: Compassionate Cold Professional Student’s answers will vary. It seems that she may be a little cold and also doesn’t really provide an adequate explanation or effectively refute Janeen’s accusations.  5. Janeen’s argument [that she is being discriminated against] is: Valid Over-emotional Off target She seems to jump to conclusions without asking for more information which indicates that she is a little over-emotional. However, her suspicions could be valid if Kathleen’s choice was biased and based on seniority rather than overall performance to determine her layoff.  6. Is there a discrimination case? Absolutely Definitely not Possibly It’s definitely possible because individual’s who are recovering from a drug or alcohol addiction and actively seeking help are protected under the Americans with Disabilities Act. Therefore, for the reasons mentioned in the answer to #1 above, Janeen may have a case. Scenario #12: Virtual Workplace: Out of the Office Reply I. Introduction Telecommuting is a flexible working option that many companies have embraced. The advantages and disadvantages of telecommuting are highlighted in this scenario. Instructors of Management or Human Resources may use this situation to discuss managing teleworkers and the need for clear and consistent policies. II. Learning Objectives To assess students’ understanding of the challenges of telecommuting. To analyze and evaluate managerial actions related to telecommuting. III. Scenario Description: Overview: Three months ago, Ralph Ramos assigned a number of employees to work as telecommuters to alleviate the lack of space in their office building. Among them was Angela Zononi, an employee and friend for over four years, who was delighted to work from home since her commute to the office was particularly time-consuming. Although things went relatively smoothly for the first six weeks, since then communication and performance have taken a steady downturn. Angela has biweekly meetings with Ralph in his office. Lately they have had unprecedented arguments and frequent misunderstandings. Profile: Ralph Ramos is the Senior Manager of Claims, managing a 75 employee department, at Saber Union Insurance, an international insurance company. Angela Zanoni is a Claims Investigator at Saber Union. She has handled very large accounts, including insurance fraud cases, resulting in multi-million dollar recoveries for her company. References: The references included in the DVD are: Advantages and Challenges for Employees (PPT 12-3) Advantages and Challenges for Employer (PPT 12-5) Telework Assessment Tool (PPT 12-7) Supervisor Checklist for Telecommuters (PPT 12-9) Back History: Angela was one of five employees that moved to home offices three months ago. She had volunteered right off the bat because she could spend more time with her family if she eliminated all that commuter time [on a bad day she was losing over three hours roundtrip!] The telecommuting has had it’s ups and downs but her relationship with Ralph is going downhill. They’ve been having frequent misunderstandings, and a few small arguments. Angela feels that Ralph’s operating on an out of sight out of mind mentality. He doesn’t even seem to read the email reports very closely. They do meet every two weeks at the office as a check-in but it’s a pure formality. To make matters worse, a colleague who works in the office told her about all the high stakes claims another investigator, Bob, has been working on. Angela hasn’t had anything ‘hot’ in weeks. Ralph is happy with the way things are working out. The office is no longer over-crowded or disturbingly noisy. The telecommuters are doing their work and reporting regularly. He is having more trouble staying on top of their reports and their projects but that’s probably because he’s so busy. Scene Set-up: Ralph and Angela are meeting to discuss their recent miscommunications and Angela reveals her dissatisfaction with her recent treatment. Scene Location: Ralph’s Office The Meeting - Summary: Ralph brings up the missed deadline and Angela says she was not informed that the deadline had been moved. Ralph explains how the information was conveyed. She says she feels that she is out of sight, out of mind and that since she began telecommuting it has hurt her career. She notes that Bob has received more high-stakes claims than her recently. Ralph explains that assignments to employees are based on their talents and experience and that Bob had experience with one client which is why he chose him. Ralph says he didn’t realize she was feeling this way and wasn’t prepared. He suggests they meet later. Two weeks later – Angela misses an appointment with Ralph and deliberately fails to provide work on time. Ralph wants to understand what has happened to change the good working relationship they had. Angela threatens to resign, but Ralph maintains his composure and urges her to try to work out a solution with him. They decide that for the next two weeks they will talk on the phone everyday. Then, they will decide if Angela should come back to the office rather than telecommute. Afterthoughts – Summary: Ralph states his strategy was to listen to Angela. He notes that he often has issues with people working from home because it’s difficult to keep track of what is going on. He feels voicemail and email are impersonal. He drafts written plans with employees who want to work from home that outlines goals. The plans are executed on a temporary basis until it is clear that they will work and then he gives final approval. Dossier: The specific artifacts included in the DVD are: Emails between Ramos and Zanoni Voicemail from Sorento to Zanoni Ramos’ Assistant’s Voicemails to Zanoni IV. Discussion Questions: The References and related Discussion Questions may be found in PowerPoint slides 12-1 to 12-9. Learning Objective #1: To assess students’ understanding of the challenges of telecommuting. What advantages and disadvantages to telecommuting is Angela experiencing? See PPT 12-3. Angela enjoys not having to commute and likes to be closer and more available for her family. The voicemail from her friend indicates that she may be losing the personal relationships she enjoyed at work because of decreased interaction. She clearly feels left out of certain decisions and is concerned her career may be impeded.  1. How should Ralph respond [when Angela says “since I’ve been working from home, I’m out of sight”]? Compassionately Clarify issues Debate point Ralph attempts to clarify the issues to calm Angela down. What advantages and disadvantages to managing a telecommuter is Ralph experiencing? See PPT 12-5. His intention was to improve moral and job satisfaction of Angela by cutting down her commuting time. In actuality, the opposite result has occurred. He blames this on the difficulty coordinating and controlling staff and monitoring their performance. He is clearly frustrated by not being able to reach Angela readily when important work-related matters arise.  2. What is Ralph’s strategy? Emphasize strengths Hide biases Change topic Ralph tries to emphasize Angela’s strengths and explains that Bob was chosen for the higher stakes assignment because of is past experience, not because he is in the office more regularly.  3. How was this [initial] meeting? Successful A failure A good start It appeared that the meeting was a good start, but Angela’s actions in between the two meetings indicates that she is very upset and feels discriminated against because of her working arrangement. Learning Objective #2: To analyze and evaluate managerial actions related to telecommuting. What should Angela have done to prepare herself for telework? Refer to PPT 12-7. Angela needed to really assess whether her work style was suited for telecommuting. While there are obvious advantages (shorter commute time), there are some less obvious disadvantages. One needs to assess themselves on the degree that the reality of telework will impact them. The questions found in PPT 12-7 would be a good start in this assessment.  4. Angela is dejected. Ralph should focus on: Her value Her poor performance His mistakes Ralph should help Angela realize her value to the organization and explain that he did not intend to make her feel left out. What should Ralph have done to prevent this problem from occurring? Refer to PPT 12-9. Completing the Checklist provided in the slide would be effective. Specifically, for their situation, a more formalized communication process needs to be created.  5. What should Ralph do [when Angela says she want to resign]? Accept resignation Try new approach End meeting Because Angela is a valuable and long-time employee he should try a new approach with her to urge her to work out this problem. 6. What’s Ralph’s next step? Find replacement Communication often Reassign work load Ralph’s next step is to communicate more frequently with Angela to see if performance improves and if the telecommuting arrangement will work in the future. Scenario #13: Listening Skills: Yeah, Whatever I. Introduction Organizational Behavior and Management instructors will find this scenario useful in depicting behaviors associated with active listening (and not listening). An analysis of the interaction will reinforce communication concepts including: the communication process, the components of active listening, and information processing. Communication networks may also be reinforced by this scenario. II. Learning Objectives To assess students’ understanding of the communication process. To analyze and evaluate the components of active listening in a novel scenario. III. Scenario Description: Overview: Pilar Grimault has scheduled a meeting with her department’s young Creative Director, Miguel Valentino. He has recently completed a campaign for a longstanding client, Jezebel. Although the campaign was a huge success, the client has complained to Pilar about Miguel’s project management skills. Profile: Pilar Grimault is the Senior Account Manager at Midnight Visions, a worldwide advertising agency, after having been a Creative Director for Midnight in London. She manages teams ranging from 25 to 150 people, working on accounts for record labels, fashion houses and entertainment conglomerates. Miguel Valentino is a Creative Designer, overseeing some of the most high profile accounts for record labels and design houses, and managing global teams of five people. References: The references included in the DVD are: The Communication Process (PPT 13-3) Components of Active Listening (PPT 13-5) Information Processing (PPT 13-6) Communication Networks (PPT 13-10) Back History: At Midnight, Account managers oversee four to six accounts at any given time. Some of Miguel’s current accounts are Jezebel, Antonioni, and HotSpot. This is the first time Miguel has had three high profile accounts at the same time – a result of shifting schedules and production slow downs. Pilar has a lot of confidence in Miguel, but because he’s had less experience than most, watches over him more closely. In addition to reviewing the Account reports, she has casually/subtly checked in with some of the team members and some of the clients about Miguel’s performance – most of the news is great with a few things that could and should have been handled better. This is really a positive review and the trouble spots at this stage of the game are minor. But they still need to be addressed. The trouble spots she is most concerned with involve The Jezebel Account – Miguel went over budget [$11,000!] and then charged the client for overages without checking with/warning them in advance. They were thrilled with the end media and were okay about the overages – but not the process. Today is the review. Scene Set-up: Pilar and Miguel meet to discuss the Jezebel account. Scene Location: Pilar’s Office The Meeting - Summary: Miguel enters Pilar’s office on cloud nine because of the great work he did for Jezebel. Pilar congratulates him but has to bring up the fact the client was not happy with the management of the project. Miguel is completely distracted (reads magazine, checks voicemail) and does not listen to Pilar. He becomes defensive when she offers the solution of having his assistant provide budget reports. He half-heartedly agrees with her suggestion and then leaves in a huff. Three weeks later – Miguel is shocked that Jezebel has asked him to be removed as project manager from the campaign. Pilar notes that if he had listened to her three weeks ago, this situation could have been avoided. Miguel becomes very responsive and actively listens to her suggestions for improvement. Afterthoughts – Summary: Pilar feels the first meeting was a failure because Miguel’s body language indicated that he was distracted and not listening to her. She felt this was very unprofessional behavior. After the second meeting Pilar acknowledges that losing the account got Miguel’s attention and will now take her suggestion more seriously. Dossier: The specific artifacts included in the DVD are: Memo from Jezebel to Grimault Emails between Sampson and Grimault Voicemail from Susan to Miguel IV. Discussion Questions: The References and related Discussion Questions may be found in PowerPoint slides 13-1 to 13-10. Learning Objective #1: To assess students’ understanding of the communication process. During their initial meeting, what “noise” was present that hindered Miguel and Pilar’s ability to communicate successfully? Refer to PPT 13-3. Miguel was so excited about the end result of his project that he could not focus on any negative information. The fact that the information Pilar was trying to relay was negative exacerbated the problem even more. Miguel’s distraction caused him to read a review of his project and answer his cell phone during his meeting with his boss. These behaviors prevented Pilar’s message from being successfully received.  1. Miguel’s response [to Jezebel’s concern about the budget] is: Appropriate Missing the point Disrespectful Miguel missed the point and was being disrespectful to his boss.  2. The trouble spot is: Miguel’s distracted Pilar’s too passive A misunderstanding Miguel is very distracted because he is so excited about his final product. Pilar has failed to explain how important the issue is, too. Learning Objective #2: To analyze and evaluate the components of active listening in a novel scenario. What components of active listening did Miguel demonstrate (or fail to)? Refer to PPT 13-5. Miguel failed to exhibit any of the components of active listening as indicated by the following behaviors. He displays defensive/closed body language. He’s preoccupied - looking out window/reading something else. He jumps in at every opportunity just to hear himself talk [waiting for an opening to speak]. He stops listening to think up a rebuttal for whatever she’s claiming. He dismisses anything that doesn’t jive with his opinion. He maximizes the negative and completely over-reacts. He NEVER clarifies, reiterates or questions her meaning. Use the Information Processing slide (PPT 13-6) to explain Miguel’s behavior in the first meeting. Miguel may have been going through a period of information overload fueled by his positive emotions regarding the success of the project. What could Pilar have done to get Miguel’s full attention in the initial meeting? Student’s should discuss possible alternative approaches. Examples include… Pilar may have been more successful if she had spent a little more time congratulating Miguel and letting him continue to “brag” at first. Then she could have transitioned into discussing the next challenges in the campaign that Miguel has to look forward to and then incorporate a budget checking plan here. He may be less defensive if it is suggested as an improvement. Alternatively she could have shown Miguel the memo from the client directly to get his attention. Pilar should probably not have let Miguel leave without a commitment from him to change. His body language indicated that he was not going to follow her suggestion.  3. Miguel is not cooperating. Pilar should: Be forceful Reiterate problem Fire him Pilar needs to reiterate the problem but may need to be more forceful to get Miguel’s attention. Firing him doesn’t make sense because he is such a talented employee.  4. The [initial] meeting has been: A success A failure A bit productive A failure. Miguel’s body language indicates that what he says he’ll do is not what he intends to do. How did Miguel’s behavior change in the second meeting? What indicators were there that he was listening? Miguel’s body language indicated that he was very concerned about losing the account and wanted to do what he could to get it back. He looked directly at Pilar, he took notes, he leaned forward, he didn’t interrupt, he asked clarification questions.  5. Why is this [second] meeting different? Pilar’s aggressive Miguel’s afraid Better communication Miguel is afraid he may lose his client and his positive reputation. As a result, there is better communication between them.  6. Miguel’s behavior: Remains poor Improved Is motivated Miguel’s body language and active listening indicates that he is motivated to make the necessary changes. What communication network (PPT 13-10) was present in this scenario? Use examples from the scenario to support your answer. Students’ answers will vary because it is not entirely clear from the scenario. However, it would seem that Miguel would have direct communications with Pilar and the client and Pilar would have direct communications with the client and Miguel. Therefore, an all-channel communication network is likely. Scenario #14: Diversity in Hiring: Candidate Conundrum I. Introduction Interviewing and hiring qualified candidates is an important and prevalent management activity. This scenario depicts a debate between two managers regarding the hiring of two equally qualified individuals, one Caucasian and one African American. Instructors of Management or Human Resources will find this scenario to be a valuable platform to discuss legal issues and biases that can influence hiring decisions and the legal ramifications. II. Learning Objectives To assess students’ understanding of biases that may affect the hiring decision. To analyze and evaluate a novel interviewing and hiring process. To identify legal issues relevant to hiring. III. Scenario Description: Overview: Robert Gedaliah has interviewed fifteen candidates to fill the new Customer Outreach Representative position, and narrowed it down to two. He invited Paul Munez, the customer service team leader, for the second interview of these two candidates. The interviews proceed smoothly, with both candidates demonstrating appropriate levels of experience, skills and general intelligence. Paul and Robert will discuss the two candidates and reach a decision. Profile: Robert Gedaliah is the Founder and President of Beck ‘n Call, a delivery service with a staff of over 200 with many fleets of transportation, and warehousing an eclectic inventory of products. Robert oversees all of the departments, including human resources, operations, and accounting. Paul Munez is the Customer Service Director. He oversees the customer outreach representatives, and is involved in marketing to the expanding client base. References: The references included in the DVD are: Women-of-Color Managers Survey (PPT 14-7) Title VII Civil Rights Act of 1964 (PPT 14-9) Title VII Record of Charges 2002 (PPT 14-10) Title VII: Definitions (PPT 14-11) Back History: Beck ‘n Call is growing at a rapid rate – Robert knows its wise to take a precise and cautious approach towards growth, and scrutinizes all aspects. He has interviewed 15 people for the new Customer Outreach Rep. and has narrowed it down to two very qualified and intelligent young women. As is his policy, he has invited the team leader in for the follow-up interview. He also has a preference for group interviews because the dynamics are richer and therefore better reflect reality. Robert and Paul have a very good relationship – when they do have disagreements they are understanding and accepting of their differences and compromise when necessary. Robert doesn’t think too highly of the swinging bachelor persona, but it hasn’t affected job performance – anyway, it’s diversity that makes life interesting. Discrimination and diversity issues have become more complex now that the company is over the 50 employee mark. Robert does try very hard to have a diverse staff, although he hasn’t had nearly as many minority applicants for any position, to make his ratios balanced. This is further complicated by the fact that his customer base itself is increasingly diverse [studies overwhelmingly show that ethnic groups will choose or dismiss a company based on whether they feel their race/ethnicity is well represented and whether there’s a positive and successful diversity policy.] Scene Set-up: Robert and Paul have finished interviewing two candidates and are meeting to decide who to hire. Scene Location: Robert’s office The Meeting - Summary: During the interviews, Paul’s body language is very engaged and positive toward Sonya, who is Caucasian. He smiles and nods at her and seems to enjoy their interaction. When Jacqueline, who is African American, is interviewed Paul’s body language is more closed, no smile. After the interviews Robert indicates that he likes both candidates but leans towards Jacqueline because she had sales experience. Paul likes Sonya more. Robert admits that it would be beneficial to hire an African American because there are presently very few minorities who work for Beck n’ Call and none in management. He reiterates, however, that his reasons are based on merit. He feels Sonya’s high level of enthusiasm may be a detriment to her work performance because customers may be turned off by it. He also suggests that Jacqueline would be better choice because she is married. Paul disagrees but, in the end, Robert states that they will go with Jacqueline and see how it works out. Afterthoughts – Summary: Robert says he bases hiring decisions on the person’s “total mix” including experience, education, fit with coworkers and supervisor, personality, etc. Based on that, he thinks Jacqueline is the best candidate. Dossier: The specific artifacts included in the DVD are: Jacqueline’s Resume Sonya’s Resume Beck n’ Call Job Posting IV. Discussion Questions: The References and related Discussion Questions may be found in PowerPoint slides 14-1 to 14-11. Learning Objective #1: To assess students’ understanding of biases that may affect the hiring decision. Errors in evaluation are often made because of common biases that influence one’s decision making (e.g., halo, horn, contrast, similar-to-me). What evaluation biases seemed to be taking place in this scenario? It’s possible that halo error may be affecting Paul’s judgment because he continually references her enthusiasm as her “selling point” but doesn’t offer any other substantive reasons for his preference. It was also clear from his body language that he liked Sonya which may have been because of a similar-to-me effect. Robert’s comment that a positive quality in Jacqueline is that she’s married may also be a similar-to-me effect.  1. Robert is suggesting Paul has [when he says he leans towards Sonya]: A bias Different taste Poor judgment Robert suggests that Paul prefers Sonya because he may be attracted to her.  2. Paul’s point is [when he says Sonya would be a better fit]: Skewed Valid Irrelevant Given what we saw in the interview and the fact that he doesn’t support his opinion with specific reasons, it is possible that his point is skewed. What advantages and disadvantages are there when using panel interviews? While disagreements may occur, this type of functional conflict can improve the decision making process. Two sets of ears listening to responses and providing interpretations typically leads to a more valid decision. However, when consensus cannot be reached through a rational discussion based on observed behaviors, someone has to make the final decision. This may cause hard feelings among panel members.  6. Robert’s decision: Disregards Paul Is premature Is wise Students’ answers will vary. Paul may very well feel disregarded, whether the decision is wise or not remains to be seen. The critical issue is whether Paul will embrace this decision and work hard to effectively interact with Jacqueline. Learning Objective #2: To analyze and evaluate a novel interviewing and hiring process. What valid reasons did Robert provide to persuade Paul to choose Jacqueline? Students’ answers will vary – it will depend on what they consider “valid”. Discussing Jacqueline’s relevant experience and her job-related personality characteristics is relevant to the hiring decision. When he brought up the fact she was married, he lost credibility because this fact is not job-related and could be discriminatory to unmarried applicants. The debate among students will be whether the argument that there are very few African American employees and none in management is valid.  3. The key argument is about: Qualifications Ethnicity Personality The key argument should be about qualifications and job-related personality characteristics, first. Ethnicity may also factor into the decision.  5. Robert’s argument [that Sonya was too enthusiastic] is: Relevant Dodging issue Inaccurate This question should generate an interesting debate. Good interpersonal skills and propensity for working with people is in the job description. It is possible that over-exuberance may turn off customers. The scenario doesn’t provide enough information to know for sure. Robert lost credibility when he revealed a preference for married people so it is possible that Robert is using Sonya’s enthusiasm to dodge the real issue. What aspects of the Women-of-Color survey are relevant to this scenario (PPT 14-7)? How could Robert use this to support his position? The fact that there are African American employees at Beck ‘n Call but none in management positions is relevant to women of color feeling that they don’t have role models in the company. Thus, Robert’s argument that hiring Jacqueline in this management-training position is valid and may be important for the current employee’s career growth and satisfaction. Learning Objective #3: To identify legal issues relevant to hiring. If Robert made the decision to hire Jacqueline because she was married, would Sonya have a case against Beck ‘n Call under Title VII? (see PPT 14-9 to 14-11). No, Title VII does not protect an individual based on their marital status. However, being married or not is typically not job-related, and therefore would be difficult to defend in a court of law. Is Robert’s decision to hire Jacqueline legal? Why or why not? Yes, because Jacqueline and Sonya were at least equally qualified. The courts have ruled, however, that you cannot hire a less qualified candidate simply because they are a minority unless the organization is rectifying past discriminatory behavior. Using the argument that diversity is a strategic business necessity (e.g., to promote good will among minority customers) has not held up in court to date (See Taxman v. Board of Education of Piscataway (1993)).  4. Hiring based on quotas is: Illegal Legal Sometimes legal The Supreme Court ruled in City of Richmond v. J. A. Croson Company (1989) that a rigid numerical quota system is unconstitutional. However, in United Steelworkers v. Weber (1979) an affirmative action plan that included a voluntary quota system agreed to by both management and the union was allowed. To reach affirmative action goals, targeted recruiting and other plans should be employed and general goals set, not specific quota systems. Scenario #15: Working in Teams: Cross-Functional Dysfunction I. Introduction Cross-functional teams pose unique challenges to team leaders and members. The “built-in” diversity of cross-functional teams is both an attribute and difficulty when accomplishing group goals. This scenario depicts a cross-functional team that suffers from lack of buy-in from its members. This scenario is a valuable teaching tool for instructors of Management, Organizational Behavior, and Human Resources to highlight the challenges of working in diverse teams. II. Learning Objectives To assess students’ understanding of a team and how it develops. To identify strategies for improving group cohesiveness. III. Scenario Description: Overview: The Executive Director of Operations has assigned Joe Tanney the role of Team Leader for a high priority project. The task is to generate a proposal for streamlining the antiquated blueprint generation process. Each office is at different stages of computerization, with different teams preferring different technologies for particular tasks. This makes everything more complex – from collaboration to revisions to cost and time management, and is having a serious impact on the company’s bottom line. The team includes Rosa Denson, Cheng Jing, and Simon Mahoney. Profile: Joseph Tanney is the Senior Account Manager and architect at Wolinsky & Williams, a very large international architecture firm with over 400 employees and six offices throughout the world. Simon Mahoney is a Partner and works as an Architect and account Manager. He oversees some of the firm’s largest projects and has been with the company for 11 years. Cheng Jing is a Junior Architect and a member of a team of architects who specialize in designing office parks. Jing is currently working towards his Masters degree, and upon receipt of the degree, will be transferred to the design department. Rosa Denson is a Senior Account Manager. Rosa manages up to 40 accounts at any given time, specializing in international clientele involved in the construction of corporate high rises. Rosa has been with the company for seven years. References: The references included in the DVD are: Types of Groups and Teams (PPT 15-3) Stages of Group Development (PPT 15-4) Process for Group Cohesiveness (PPT 15-7) Model of Team Effectiveness (PPT 15-9) Back History: W & W has been expanding at leaps and bounds over the past eight years or so. The growth has been spectacular and hurried – they have not always taken the time to implement change in the most efficient fashion, nor have they opened new offices with any sense of continuity of process or corporate culture. Business has been plateauing for about eight months now and senior management has decided to take this opportunity to assess efficiencies and practices and make the necessary improvements across the board. Rumor has it that things may take a swift down turn in the months to come. These four account managers have been asked to get together by senior management to generate a proposal for streamlining the antiquated blueprint generation process. Each office is at different stages of computerization, with different teams preferring different technologies for particular tasks. This makes everything more complex – from collaboration to revisions to cost and time management etc… The team has been attempting to meet for a couple of weeks but have never been able to agree on a date. They all agreed to start generating ideas and breaking down the tasks in the meantime – nobody has done it except Joe, who has created a very thorough analysis of the project. This is their first meeting – they need to plan a course of action, assign tasks and set deadlines. Simon is the manager with most seniority and everyone assumed he would lead the team. Scene Set-up: The group gathers to go over Joe’s agenda regarding the team project. Scene Location: W & W conference room The Meeting - Summary: Joe begins the meeting describing the project and soliciting support for the team to get the work done. Immediately, Cheng and Rosa begin to complain, suggesting they don’t have time to devote to the project. Joe becomes annoyed and tries to redirect the group to the task at hand. They go through Joe’s agenda (during which Joe is interrupted by Rosa and asked to speed up the meeting) and then Joe asks for volunteers. Cheng complains about lack of time again and Rosa says her life is too busy. Eventually, Cheng, Rosa and Joe take on assignments and Simon announces he has to leave before he is assigned any tasks. Afterthoughts – Summary: Joe was annoyed that only Cheng had a copy of the agenda for the meeting. He also wanted to have everyone commit to and understand the next steps before leaving the meeting. In retrospect, Joe thinks he should have considered the individuals’ personalities when approaching them with this project. He thinks he should have made a judgment as to who was most appropriate for each task and then ask them to react to those assignments. He feels that people in a professional environment need to be able to work in teams and be accountable for getting work done. Dossier: The specific artifacts included in the DVD are: Tanney’s Meeting Agenda Dillon’s Email to Tanney Jing’s Email to Denson IV. Discussion Questions: The References and related Discussion Questions may be found in PowerPoint slides 15-1 to 15-9. Learning Objective #1: To assess students’ understanding of a team and how it develops. What type of team is this team? How do you know? See PPT 15-3. This is a formal team because the senior management has assigned these individuals to the team. It is intentionally a cross-functional because the project requires integration across areas. The team members represent different areas within the company. What stage of group development is this team in? See PPT 15-4. Forming. They are just getting together to commence work on this project. It is clear no one is really bought-in to the project or their expected role.  1. Cheng is off subject. What should Joe do? Interrupt Hear him out Let Cheng lead Joe needs to understand the concerns of his team members. This will help him when allocating tasks and responsibilities. The fact this happened during the meeting caused it to derail and caused negative affect among members. 2. Joe is frustrated. He should: Cool down Refocus group Cancel meeting Joe, first needed to cool down and then refocus the group. Starting with a goal they could all buy-in to is a critical first step that he didn’t accomplish. What should Joe have done before, during, and after the meeting to ensure the commencement of the project is successful? Joe should have, and did, send out an agenda. He may have talked to each team member individually to understand their perspective on being assigned to this project team (he suggests this in the Afterthoughts). For example, he could have found out what Simon knew about similar past projects and how to avoid making the same mistakes. Planning and documenting a clear mission and vision for the project team that is directly linked to the organization’s goals may have provided more motivation for the team members. During the meeting, he could have explained the purpose of the project and why they had each been chosen and then discussed the project goals and expectations. After the meeting, he should send out meeting minutes that specifically indicate what each team member is going to do. Learning Objective #2: To identify strategies for improving group cohesiveness. What factors of group cohesiveness were present in this team? See PPT 15-7. Answers will vary. Group size typically depends on the nature of the task but 4 to 6 is a good size for a working meeting. The diversity in terms of the cross-functional nature of the team could have been managed better because the group members didn’t seem to think this project was relevant or important for them.  3. Joe dismisses Rosa. He acted: Appropriately Rudely In humor He maintained Rosa’s self-esteem by noting that he appreciated her energy towards other work but needed her to focus on this project now. Again, if he had established a common goal that all could relate to, he would have had an easier time motivating the team.  4. The team is not proactive. Joe should: Insist they focus Assign tasks Continue as is Students’ answers will vary. This should provide an opportunity to discuss how to handle difficult team interactions. At this point in the meeting, he should probably continue as is. If he assigns tasks, he may alienate the group because they won’t have participated in the decision. What should Joe do now to ensure the team’s effectiveness and ultimate success? Use the Model of Team Effectiveness (PPT 15-9) to support your answer. Students should use the items in the model as a guide for suggesting specific actions Joe could take. For example, “Reward Systems” should prompt students to suggest ways to motivate team members with relevant rewards. “Organizational Leadership” – Joe may want the Executive Director of Operations who assigned the project to briefly meet with the project team to offer support and guidance.  5. Simon feels the project is futile. Joe should: Find out why Debate Simon Ignore him Simon makes comments that seem to undermine the value of the project. This is particularly troubling because he is the most senior member of the team, and, therefore, probably influences other team members. This attitude could have a serious negative impact on the team so Joe should find out why as soon as possible. Having this discussion off-line would probably provide Joe with the background information he needs without the potential of “tainting” the whole group.  6. Simon is leaving. Joe should: Stop him Email him tasks Say goodbye Because Simon is a senior member of the team, it would probably not be appropriate to stop him. He did not seem like he was willing to stay. Joe should email him tasks, but, more importantly, discuss the project one-on-one with him to gain his perspective. Solution Manual Case for Managing Organizational Change: A Multiple Perspectives Approach Ian Palmer, Richard Dunford, David A. Buchanan 9780073530536, 9780073404998