case study

Read the below case closely.
Your assignment is submit an approximately 375 word script to be submitted with correct grammar, spelling and punctuation. Your writing is assessed first and foremost on its positiveness, followed by appropriateness, smooth development of sequencing, details, and relevant content.
Include prepared questions within your script that you will ask Helen. Be mindful that your intent is to retain and to motivate Helen.

You are chief of the hydraulics section in the engineering department of the Clydesdale Construction Company (CCC). The work of the department consists of designing, drafting, cost estimating, keeping engineering drawings up to date, doing field inspections, etc. Five first-level supervisors report to you, and a number of designers and clerical personnel report in turn to these five supervisors. The duties of the supervisors include some technical work as well as supervision.

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Two of these supervisors, who report to you are Helen Goggin and Del Morrison .It is CCC’s policy that all managers review each of their subordinates at least once a year for the purposes of discussing that subordinate’s performance level, providing recognition for work well done and correcting performance deficiencies. CCC believes that each employee has the right to know where he or she stands in terms of supervisors’ evaluation of their performance, and that everything possible should be done to train and develop future managerial talent. Today, you scheduled a performance review with Helen Goggin. Helen has an engineering degree from a large Midwestern university. In addition to her technical duties which often take her into the field, she supervises the work of eight designers and one clerk. She is highly paid, as are all the supervisors in this department because of the advanced technical knowledge required for the job. Goggin has been with CCC since graduation six years ago and was promoted to her present position two years ago. She is single and spends long hours at her job, although she finds time to squeeze in her favorite pastime – snow skiing.

Helen is highly creative and exceptionally competent technically. Her unit is very productive, and in the two years that she has supervised the group there has been a steady improvement. Within the past six months, she has been given extra work and has done it competently and on schedule. As far as productivity is concerned, Helen is your top supervisor. On the other hand, Helen’s cooperation with other supervisors in the hydraulics section leaves much to be desired. Before she was promoted to supervisor, her originality and technical expertise were available to the entire section. Gradually Helen has withdrawn over the last two years until now she acts more as a “lone wolf.” You’ve asked other supervisors to talk over certain problems with her, but they tell you she offers no suggestions. She’ll either tell them she’s too busy or she’ll listen disinterestedly and then kid them or make sarcastic remarks. On one occasion, she allowed Del Morrison, one of the other supervisors, to make a very costly mistake she could have forestalled by letting him know the status of certain design changes she was aware of. Your expectation, and that of CCC’s, is that supervisors will cooperate on matters involving design changes that affect them. Furthermore, during the past three months, Helen has been unwilling to take three assignments. She said they were routine, that she preferred more interesting work, and she advised you to give them to other supervisors. To prevent trouble, you followed her suggestion. Other supervisors are beginning to notice this trend and are starting to become resentful. Helen’s failure to cooperate has you worried for another reason, as well. Although her group is highly productive, there is more turnover among her designers than other supervisors have and you feel that morale may be an issue. You have heard no complaints as yet, but you suspect that she may be treating her subordinates in a manner similar to the way she treats her peers. Apparently the high productivity in her group is not due to the guidance she provides, but rather to Helen’s tendency to use her subordinates to do only the things for which they are best suited. This method won’t develop good designers. You hope to discuss these matters with Helen in such a way as to recognize the positive aspects of her performance and at the same time correct some of the glaring deficiencies. Because of these problems, you have decided to delay her salary increase and reappraise her performance in three months.

Write a script with specific language of the words that you would use:

1.To begin the interview? What, if anything, do you do to create the appropriate social environment for the interview?

2.To you conduct the interview? What do you say?

How do you discussion her performance initiated?
What words do you use and to what extent do you attempt to learn Helen’s perceptions of her job performance?
5 Do you praise or criticize?

What steps do you take to motivate Helen to improve future performance?

Discuss after the interview:

How will you determine if the relations between Helen and you will be better or worse after the interview?
2.& How might Helen or you behave differently on the job in the future as a result of this interview? Why

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