Rochel

l
eJabi
l
lo

BSEdMat
h-2

A.

PRI
NCI
PLE Empl
oyee Super
visor

1.Reason Hewant stoconvincehisbosst hat Hismai nr easonisthathewants

heintendedtoperform hi
swor kas tocalloutt hefail
edwor kofhi
s
anempl oyeemoreef f
ecti
vely.He empl oyee.Heappr oachedthe
requestsachancet ocl
eanuphi s empl oyeeandaskedhi mtodoa
messandt ohav
eabet terjobinthe betterjobbecausehi smaingoal
offi
ce. i
sf ortheirorganizati
ontohavea
betterflowi nordertoachi
eve
theirgoalorelse, t
herewouldbea
problem.

2.Env
ironment Becausehewasspeaki ngtohi
s Basedont het
oneofhisv oi
ce,the
boss,theemploy eetr
iedt ouseas supervi
sorwasunderpressure
properandfor
mal atoneashe becauseoftheemployee'
spoor
could.Hewast alki
ngt ohisboss perf
ormance.He,t
oo,washav ing
whilehavi
ngper sonalissues. ahorri
bleday.

3.Speci
fi
c Her espondst ohissuper
visor'
s Thesuper v
isortooka
quest i
onbyaddr essi
ngtheissueat str
aight
forwar dapproach.He
hand.Hewashonestabouthi s i
nstantl
ycal l
edattenti
ontot he
i
ssuesandt hereasonshewas poorperformanceandt hef ail
ure
maki ngblundersatwork.Hespoke ofhisempl oyeewithoutmaki ng
i
mmedi at
elyt ohi
ssupervi
sor anyunnecessar yi
ntroducti
ons.
wit
houtmaki nganyunnecessary
i
ntroducti
ons.

4.Under
standi
ng Theempl oyeeont hesecond Thesuper visoront hesecond
scenari
ounder standthemessage scenar i
oaswel lunderstandthe
hissupervi
sortellshim becausehe messaget hatt heempl oyee
i
sopenmi ndedthewhol eti
me want stobeconv ey ed,
justby
whichmakeshi m understandthe l
isteningtot heirresponses,you
wholesit
uation. cant ell
thatt heybot hunderst
and
eachot her.
5.Li
sten Onthesecondscenar io,t
he Ont hesecondscenar i
o,t
he
employeecarefull
yli
stentohi
s supervi
sorontheot herhandalso
superv
isorregardi
ngtohisconcer
n l
istensbacktohisempl oyee
abouthisrecentperf
ormance. explai
ningastowhyhi swor k
perfor
mancewasl ikethatforthe
past2weeks.

6.Ti
mef
rame Theempl oy eedoesn'thavemuch Ithi
nkthesupervi
sorjustobser
ve
ti
met opr epar eforhisresponset
o hi
sempl oyeeforthepastweek
hissuper visor,i
nsteadhejust befor
econf r
onti
nghim andthen
respondr ightafterhissupervi
sor fi
nall
yafter2weeks,he
confrontedhi m butbecausehe confr
ontedhim andaddresshis
admitrightawayhi slapses,t
he concern.
communi cat i
onwassmoot h.

B.

Themessagef l
owt hathasbeenusedinthesecondscenari
ooft hef
il
mi sadownwar d
fl
ow wher einf
ormat i
on i
s passed fr
om superior
st o subordi
nat
es.Its benefi
tis
organi
zati
onaldi
scipl
inewheret hesuper
visorusesthecor r
ecti
veacti
onpr ocessto
changetheemployee'
sunsati
sfactor
yperf
ormance.

On the other hand,the drawback i st hat i

t coul
d uni nt
enti
onall
y encourage
misunder
standi
ngissuesduetot hesupervisor
'stoneofvoice.Because,aseveryone
knows,asupervi
sorhastheauthori
tytoorderotherst
odoany thi
ng.Becauseofthis,i
t
maycauset heemployeetomi si
nterpr
etthemessage,whi chwi l
lresul
tinconfl
ictat
work.