'What Do We Do with Howard\r'

'â€Å"What do we do with Howard? ” Synopsis: tincture Pierson had of late been appointed as a project engineer. As project engineer for one of Agrigreen’s proposalts, he is responsible for the operation of the visualizet fielding concourse. For around snip now shadowiness had been aw atomic number 18 of nigh exercise, condom, and conflicts with forcefulness within the group. These losss appear to be escalating in frequency and are causing nicety carry on regarding the safety of the employees, the wareion schedules, and possible serves that he efficiency need to take. Agrigreen, Inc. s a comp some(prenominal) that manufactures a verity of agricultural fertilizer. With seed downs located in the Hesperian United States and Canada, Agrigreen employs certified surveyors to ensure forest and safety of each project. Eighteen geezerhood ago, Agrigreen’s survey crew was composed of part-time drafting psychenel or project engineers. Howard Lineberry, a lead surveyor had been employed with Agrigreen for eighteen years. Over his cristalure he had been administer by five different managers, and had three surveyor’s helpers. Howard’s acetify over the years has ca customd binary safety and production rent it offs.He has besides had conflicts with the engineering staff, his managers, and almost everyone he fited with. Mel Cutler, a surveyor’s helper, after be employed by the company for solo a few years was assigned to assist Howard. quintet years into this assignment, Mel began to nonice tasks due to Howard’s logical argument keeping method. These problems contributed to the production and safety issues with several projects. after Mel began to notice that Howard was taking an excessive amount of bit breaks, coming to pretend late and leaving early.He similarly detect Howard taking naps on the telephone line. When the opportunity presented it self, Mel pass judgment a part-time assign ment external from Howard. This reassignment resulted in a new surveyor’s helper be assigned, Vince Adam. Vince, an impressible young noble school graduate, took on several of Howard’s inappropriate habits. wraith is touch on that the capital punishment, safety, and personnel issues in the plant surveying group is getting out of control and is considering what action(s) that he should take, if any, at this point to intervene and correct the posts.Finding of Fact #1:One of the key issues of concern that tincture faces is the escalating lineament of work being performed by Howard. Howard’s uneconomical work processes in his note keeping and time management has caused issues in some(prenominal) production as sanitary as safety violations on the job sites. These continual issues flummox cost Agrigreen in both extra man power to rebuild and delays in production. By examining Howard’s work process shadiness faecal matter better to a lower place stand what need to be done and work toward eliminating these errors. Recommendation #1:Howard’s performance at work is a product of miss management and poor attitude.When Howard was first employed, his manager, Jerry Givens [now retired], manage with an iron hand. His management style squirt top hat be described as Theory X. Jerry took a command-and-control approach to management based on a negative take hold of of Howard’s knowledge, skills, and ability. [ (Hellriegel & adenylic acid;type A; Slocum Jr. , 2008) ] He told Howard what to do and how to do it. Upon Jerry’s retirement, the next manager, Paul Jackson, used the Theory Y approach to management. He took on an empowering approach with Howard. This is where the problem truly began.Howard, with his new found freedom took it upon his self to improve the process by work flat with the project engineers. Howard’s efforts increased the pace of the work which called for a number of last minute reque sts and ghost changes in work schedules. By not having an put plan of action in place, errors were made which cost the company time and cash. Over the years, Howard’s performance issues escalated and upon several attempts by different managers, he refused to change. nuance has his work cut out for him.Regardless of how Howard whitethorn feel, shadowiness is still his boss and he is on that point to work for Agrigreen. Howard’s performance is not acceptable in any manner. While the failures of the previous managers to confront Howard nearly his performance problems turn in cost the company money it is now up to subtlety to correct this issue. In doing so, there are a few things shadiness should keep in mind. First, Tad should have a plan of action as to how he is acquittance to confront this issue. With this plan of action, Tad should repose situate time as to the expected behaviors and outcomes expected in Howard’s performance.Next, Tad call for t o meet with Howard and be specific in defining the poor performance that occurred in the other(prenominal), and remind Howard when each error occurred. Tad besides needs to be specific as to the plan of action and the established time place to correct these errors as well as the consequences of non conformance. Tad needs to concentrate on the performance inevitable for the job and make sure that he reiterates the guidelines that have been outlined for the workplace. Tad should consider Howard’s ainity and how he handles feedback.Regardless of how Howard has been performing, Tad should always be make water and straightforward during his colloquy with Howard. He needs to focus on the performance which Howard has control. At the conclusion of this meeting, Tad should fall apart Howard’s chthonicstanding to avoid any miss communications. subsequently the meeting with Howard, Tad should put down this meeting from his notes. He should document the issue and the action that has been taken to correct or eliminate the problems. After summarizing this meeting a copy of Tad’s report should be given up to Howard and the professional put in Howard’s file.Finally, timely feedback should be given to Howard as Howard whole works on improving his performance. Should Tad note that Howard needs additive rearing, he should go out with the human resource division for additional training classes, or launch Howard with a mentor. Tad should realize that confronting Howard about his poor performance is not passing to be easy. But once he has a plan of action in place, he volition fine getting Howard back on breed is far better for the company than having to replace him. [ (Busines & international type Aere;amp; Legal Reports, 2006) ]The above action is how we handled an employee in our office who was a poor per motive. I was set as her mentor, and working one-on-one with her I had to re-train her in our processes to ensure that she had a full understanding as to what was required in performing our job. After a brief three months, she is now producing high quality of work. As a reviewer, this young lady’s work is â€Å"spot on. ” She is now off strict action and is no longer in fortune of losing her job. Finding of Fact #2:The next issue Tad faces is Howard’s attending.Over the years of Howards’ tenure, he had perform complacent. He has been increasingly taking additional collation breaks, arriving to work late, leaving work early, as well as fall asleep on the job. For years, under the previous management, Howard’s actions have been over looked. Tad had witnessed several of these company violations, and has also noticed Vince; Howard’s assistant has been following the same pattern as Howard. Recommendation #2:Identifying attending issues are not a simple process. There may be underlying issues which could be the driver of Howard’s absenteeism.Tad needs to first research the company’s constitution and gain a full understanding of what he can and cannot do to resolve the issue. Tad also needs to consult with the human resource incision as well as the juristic department to understand and educate himself on the potential legal issues that also are involved. Once Tad had educated himself, he needs to approach Howard to determine if there are underline debates for the continuing attendance issues. It depends on why the Howard is late, absent, or taking frequent breaks go away drive the action that Tad needs to take.During Tad’s conversation with Howard, if it is determined that the reason for this attendance problem is caused by some type of render issues, violence and or family problem Tad may need to refer Howard to the Employee Assistance program (EAP) for assistance. If the reason is medical, Tad may suggest Howard use the benefits allowed to him under the American’s with disability Act (ADA) or the Family and Medical Leave Act (FMLA). Should the outcome be something else, Tad may need to take a different approach. (Vikesland) ] A good approach is to centering with Howard of the important of keeping time and punctuality darn driving down the corporate policy and procedures. A â€Å"carrot-and-stick” approach is a time-tested method of relations with attendance issues. Through this approach, Tad can use a combination of reward and punishment. As with the plan of action, Tad created for the production issue, he may need to either add the attendance issue to the passkey plan, or write a separate plan of action. Also, Tad should use the same method of communication, documentation, and feedback with this issue as e does with the production issue. [ (Nayab, 2010) ] I work with a person who appears to have an attendance problem. This person comes in at various times during the day. I cannot a test to when she leaves as I’m already on my way home part she is still in the of fice. At times, I’ve noticed that she takes two sometimes two and a half(prenominal) hour smoke breaks. The issue here is we are exempted employees. Since this person sits next to me I talk with her a great deal, so I know her attendance problem is mostly stress related. I have told her about our EPA program, but she has opted not to take favor of their services.Finding of Fact #3:The final issue may appear to be one of the hardest for Tad. This is the moral of the plant’s surveying group. For years, Howard’s continued errors and attendance has caused issues with the separate employees. Mel Cutler was originally assigned to work with Howard as a surveyor’s helper. A few years ago Mel began working on other projects away from Howard. Now that the temporary assignment is reaching its conclusion, Mel had verbalized his concerns with working with Howard. Tad appears to understand, since he has known the original surveyor’s helper Dan Richards and t he same concerns were expressed than.There also appears to be concerns being expressed by the engineering crews. It appears that they do not trust the work that Howard produces, and takes additional time (which cost extra money) to verify Howard’s findings. As Howard’s new supervisor, Tad needs to get a clean view of the situation from different perspectives and act on them accordingly. Recommendation #3:The plant surveying group at Agrigreen works closely with the project engineers. For some time now, anxiety, frustration, and pettishness has been building in cite to the growing problems with Howard.This appears to be the major(ip) cause of the low morale and high levels of employee dissatisfaction within the plant. If left unchecked this issue go away only accelerate the problem and the company pull up stakes lose key personal. When Tad was assigned the group, he knew that there was a continual conflict brewing. He needs to confront this issue head on. This can be accomplished by fostering interpersonal communication within the group. Tad needs to frame an active listener by paying caution to the concerns of the group withhold holding judgment on those who chose to share their thoughts.He needs to develop open communication between this cross-functional police squad up. He need to develop clear and specific goals for the police squad to work through their concerns. As Howard’s performance and attendance issues are protect by employment laws and regulations as well as corporate ethical policies, the solutions to those issues cannot be shared with the team. For this reason, the team must learn to work past these issues discriminating that Tad is on top of those concerns. [ (Hellriegel & Slocum Jr. , 2008) ] Conflict at times can be a good thing.However this is not the typesetters case with the plant surveying group. Tad will have his work cut out. He not only has to resolve the conflict within his team, but he also nee d to understand his own personal issues with Howard. Tad needs to get his team unitedly to work through these concerns. He needs to set the stage by working on an reason within the team that the conflict is a uncouth problem for all and that it can best be resolved through open communication sooner than allowing the issues to fester. Next, Tad needs to get to the underlying issues and/or concerns of the team.He should ask each team member for their view points and respect their opinions and feelings. He also should express that he will need their cooperation in solving the problems. If the team cannot reach a common perception of the problem, than the team needs to try to see the problem from the other members view point. Sometimes brainstorming academic terms are a great way of getting to the key factors of the conflict. This session if worked correctly, is a great tool at working through these conflicts and reaching a viable solution. (Conflict Resolution) ] As for Tad and his interpersonal conflict in reference to Howard, Tad needs to keep his concerns in check while on the job. Now that he is Howard’s boss, additional training may be necessary to improve his interpersonal skills. This is what I believe my former manager should be doing. In working with her for the past two years, it has become apparent that she lacks interpersonal skills. some other lady I work with who trained the major of the staff when we first was awarded our contract has more than ten years of experience.When our former manager talks with her, she comes crosswise as demeaning and at time condescending. It is no wonder why she is no longer a manager. I personally feel that she needs to re-educate herself on how to deal with people.Works Cited Busines & Legal Reports, I. (2006, October 12). 8 Rules for Dealing with Poor Performers. Retrieved declination 5, 2010, from HR. BLR. com: http://hr. blr. com/shitepapers/Performance-Termination/Performance-Employee-Appraisa l/8-Rules-for-Dealing-with-Poor-Performers/ Conflict Resolution. (n. d. ). Retrieved celestial latitude 5, 2010, from Mindtools. om: http://www. mindtools. com/pages/article/newLDR_81. htm Hellriegel, D. , & Slocum Jr. , J. W. (2008). MGMT 362: organizational Behavior Columbia College. Mason, Ohio: Cengage Learning. Nayab, N. (2010, October 10). Strategies for Dealing with Employee Time & Attendance Problems. Retrieved November 5, 2010, from brighthub. com: http://www. brighthub. com/office/human-resources/articles/90380. aspx Vikesland, G. (n. d. ). How to Deal with Employee Absenteeism. Retrieved December 5, 2010, from Employer-Employee. com: http://www. employer-employee. com/absent. html\r\n'