Case commentary provided on:
Do Something-He’s About to Snap by Eileen Roche
Big Shoes to Fill by Michael Beer
Bob’s Meltdown by Nicholas G. Carr
We Googled You by Diane Coutu
When Steve Becomes Stephanie by Loren Gary and Brian Elliot
Moonlighter by Bronwyn Fryer
Micromanager by Bronwyn Fryer
All the Wrong Moves by David A. Garvin
Riding the Celtic Tiger by Eileen Roche
The Best of Intentions by John Humphreys
Human Resource Management and Development MG3018
The recurring theme throughout these cases is the lack of communication and the harmful effects that it inflicts. Good communication is essential for both managerial success and business performance. “The single biggest problem in communication is the illusion that it has taken place.” I have learned that unsuccessful managers never blame their communication skills. In fact in the majority of cases managers think they are good communicators, however we have to remember what communication involves. Communication is the process of sharing information in a meaningful way. Communication is not a one way process in fact feedback is an essential part of the procedure. Numerous well prepared business plans have epically failed because of the lack of communication from top management to the operational workers. Is Max a threat?
Case commentator: Steve Carmody
It is easy to jump to conclusions in the aftermath of a disaster such as the one described in Seattle, especially when the circumstances seem the same for the employees of MMI and in particular the co-workers of Max. However in my opinion I do not believe that he is a threat to his co-workers safety but rather a threat to their productivity. One of the employees Paige has confirmed this problem, she says “You know I’ve stopped coming in most weekends”. This is equally as serious and must be addressed promptly, I believe that Pearson’s and Porath’s opinion on Lynne Tabors under performance and incompetent behaviour as a manager is only making matters worse. “As a manager Lynn has fallen short.” She has allowed rumours to spread and is even getting worried herself, she appears afraid to approach Max to resolve the problem. It is obvious from Max’s work ethic that he is an extremely hard worker he arrives in the office early and leaves late. This illustrates the bulk of his workload. Management should address this problem maybe Max’s behaviour can be attributed to pressure arising from insecurity in his position. Max feels he needs to complete this work in order to get his colleagues off his back and secure his place with MMI. He feels he cannot ask for help. If this problem is resolved correctly he could become a huge asset to the company. I believe it can be solved in a straightforward style. Max should be approached in a benevolent manner, he has become accustomed to duplicitous colleagues and has also grown familiar with being publicized as the ‘weirdo’ in the office. What he needs is encouragement and support. His workload could be delegated for example to reduce strain and pressure which could contribute to him becoming more trustful and friendly towards his colleagues. I am in strong agreement with Steve Kaufer’s point on Lynne Tabor’s approach to the problem. She has sent out the message that it is ok for Max’s behaviour to continue and asks her staff to work around his eerie ways. This will not solve the problem for Max or the frightened workers. She should set a company wide norm that skews towards teamwork and inclusion and benchmarks against uncivilised behaviour. This would contribute toward the problem without offending Max and embarrassing him in front of his colleagues. It is very important to recognise the importance of confronting Max’s behavioural problem in the correct manner. James Alan Fox considers the implications that may surface if work plays a major role in Max’s life “problems...