Rosa And Oli Case

Tameshia Branch
MGMT 615

1. At the beginning of the scenario Oli and Rosa are in conflict and not willing to support each other's ideas. What strategy(s) did you use to shift the tone of the meeting to a more positive tone?
Using the participating leadership style, I experienced a difficult time shifting the tone of the conversation from negative to positive tone. I attempted to support fixing morale and fixing environment, which were ideas that both Rosa and Oli supported. When Rosa or Oli shifted the conversation to topics not aligned with the business’ objectives, I opposed the idea. This strategy was not always successful; when Rosa or Oli would redirect the conversation back to the undesirable topic, I repeatedly click in their red opinion
I feel the cause of the conflicting is Rosa and Oli’s competition over Corey’s attention (storming stage); whomever wins the attention of Corey gain his support and his or her issues passes first. In addition, the ambiguous information concerning the status of the call center is a cause of concern. Both Rosa and Oli were selected as representatives by their subordinates whom are concerned about the drop in client retention, which affect Nortic’s profitability, and about being replaced by technology with the automation system. During the third stage, norming, the group unites around the complete the set of expectations outlined by Corey and Will. Corey’s responsibility as a manager is to gain support for the raise retention idea, which was an order given to him by Will. The tension between Oli and Rosa make it impossible for Corey to gain support for that idea. Not until Corey resolves Rosa and Oli’s conflict and can the raise retention task pass and subsequently please Will. After Corey uses his power and gets the team focused on completing the right work, instead of stop complaining and a coffee break, he is able to progress into the performing stage.
3. Chapter seven in the textbook discusses how emotions affect decision-making. Use a concept from chapter seven or six that helps explain why it was important
Tension scores between 65 and 95 resulted in an overall score ranging from 83 to 86. However, when the tension level was pushed to 102 and the overall score was 98, customer, financial, and employee satisfaction was 100, 94, and 90, respectively. The threat of job loss and the uninspiring conditions of the breakroom are stressors for Rosa and Oli. Raising the client retention rate, using automation, and the looming crisis are not in the under of the control of neither Rosa nor Oli; thus they are experiencing a low task control. Employees lacking control over how and when they perform their tasks, experience more stress than those who have control. Raising the retention rate and using the automation system demand an increase in work effort from all call center