This action might not be possible to undo. Are you sure you want to continue?
destination in Northern Canada. Such problems that had arisen were differences in communication, misunderstandings of prior pay agreements, and misunderstanding of job duties. We suggest that the majority of these problems are most likely result from bad communication and the misunderstanding of the job description. This has led to the supervisor of the snack bar, Michael Welland, to believe that his manager Rebecca Boddington (the assistant operations manager) had a personal grudge against him. This also had led to there to be a strong tension between the two throughout the summer. Michael was so fed up with the situation that he hated his job to the point where he had not wanted to finish up the remaining four weeks on his job contract. The many problems leading up to this point had been evidence of bad manager-subordinate relationships, which is the focal point of this case. The issues that led to this sour relationship between Michael and Rebecca were quiet evident throughout the case, and even escalated as the case went on. From the start, Michael was promised that he would be given a job over summer as the supervisor of the Waterview snack bar. To his disarray upon arrival, he learned that the Waterview snack bar was not yet opened and he would have to work as a server with part time hours. In addition Michael was also angered when his paycheck did not reflect the pay level he was promised as a supervisor. These situations all which had angered Michael and decreased his morale, had led to multiple confrontations between him and Rebecca. However nothing was established at these confrontations. Rebecca not only neglected the concerns of Michael, but only reassured him that nothing would be done to help his situation and understand his viewpoint. This lack of communication provided by Rebecca to Michael was perhaps the main reason why the
The presence of management knowledge and . and at least would have some of his motivation to perform his job duties. Such as was the case when he realized he would be a part time server until the Waterview snack bar opened. perhaps Michael would not feel as much anger.relationship began to get bad and was inefficient to carry out a successful organization model. Therefore the unclear details about job and a great number of unexpected occurrences on the job had led to the lowering of motivation of Michael. Had Rebecca listened to Michael’s concerns and made an attempt to address them more clearly. but also of those of whom are supervised by them. Not only were some his job duties different. but in addition he was getting paid at a rate below what he initially expected. but also since he assumed the position as supervisor of the Waterview snack bar it can be assumed that his lack of motivation transgressed to his subordinates. In addition management should allow for their subordinates address their concerns and even make suggestions. A good plan to establish this communication would be weekly meetings. not just supervisors. Recommendations that should be made to fix the situation presented in the case include the development of a plan for more formal communication between upper level management and all employees. and his great discontent for the job alongside subpar job communication. with clear descriptions of policies and changes made to job duties along with explanations as to why certain things are the way they are. Not only did this impact his own abilities to perform his job. or even work hand in hand with them to solve certain problems. Thus the lack of communication Between Rebecca and Michael would hinder not only motivation of management. It was apparent throughout the case that the job duties and tasks were not very well defined because Michael kept getting surprised and aggravated about certain duties that he had not expected.
We came to these conclusions by using the Michigan Theories from the Leadership Behavioral Theory. Coming to the last conclusion about why Michael became less and less motivated with each day we used the Two Factor Theory also known as the Herzberg Theories. Both of which have their pros and cons however one thing is certain. Throughout the rest of this section we will show in depth what both Welland and Boddington were doing wrong and how they were affecting their work as well as the work of the other employees. It is hard for these two to get along. The Leadership Behavior Theory describes two main Leadership styles. more specifically the Leadership Behavior Theory. Analysis The analysis section of the paper will discuss how the relationship between Michael Welland and Rebecca Boddington was continual bad based on 3 main issues: 1) Bad leadership 2) Poor Conflict and Negotiation both of which led to a continual decline in motivation for Michael to continuing to come to work.understanding or certain situations in itself can help to prevent lowering of motivation and grudges from occurring. along with set rates for certain jobs. Rebecca Boddington is clearly a . The first reason mentioned above of why there were so many conflicts between Boddington and Welland is Poor Leadership. We would also recommend that job duties and tasks be written into job descriptions and acknowledged by the employees at the time of hiring. 1) Production-Oriented Leader and 2) Employee Oriented Leader. also using the Nature of Organizational Conflict model. Thus there would be no surprises or shockingly bad news for the employees and such arguments would not occur.
Production Oriented leader. The article states that she often works six days a week. the fact that many of friends and a cousin work there was one of the reasons that he first started working there and continued to. if not seven. immediately finds Rebecca by barging into her office. he was results oriented yet he also seemed to care a lot about relationships even saying that. Rebecca has failed to give him a new computer so he has to run up the hill to process transactions slowing the whole process down. even telling him to “get out of the way. This is known as Dysfunctional Conflict. This is important to note because it these negative relationship that is developing from their dysfunctional conflict. Rebecca has such a high ProductionOrientation that when Michael approached her about questions regarding his work. The Second reason why Michael and Rebecca continued to have a negative experience with each other is how they failed to communicate to help solve conflict through negotiation. Whenever they “meet” it always starts as an argument and nothing really gets solved at the end. However Michael is more of a mixture of both kinds of leaders.” As we can see. the example of Michael and Rebecca describes perfectly having too much of one or the other will often lead to conflict in the workplace. Throughout the article we see that every time Michael has an issue. creates . This is an unhealthy. later in the article he is having to do jobs which were not in his job description and his pay reflected that as well. Though these are significant problems to Michael the real problem that is affecting Michael and Rebecca is conflict negotiation. Right from the beginning of the article we see that Michael is not being given adequate tools to help him perform his job. she was often too busy to have a proper conversation. and also work very long hours on each of those days. having either leadership style has its pros and its cons however. destructive disagreement between two or more people. For example it diverts energy from work. finding her in the dining room. etc.
Situated approximately 160 Km north of Toronto. this led to him being dissatisfied with Rebecca and work in general. None of which helped the company. there were many problems between Rebecca and Michael. This has a direct correlation with Herzberg’s Hygiene Factors model. conflict and negotiation problem. he is actually hurting everybody else even though he may feel better afterwards. increase hostility and aggressive behaviors. As shown throughout our analysis section. the Muskoka district is home to some of the best preserved natural scenery in northern Canada. If nothing is done to help correct these issues. Three main problems being lack of motivation. salary and the company policy. and breaks down group cohesion. The district has attracted millions of tourists each year and has hundreds of accommodation options. especially after he was supposed to have been promoted. so . Throughout the whole article Michael keeps saying he wants to quit and hates coming work every day. Since these factors were not adequate to what Michael thought he deserved. and lastly leadership style conflicts. Another example is how Michael and Rebecca had such a high level of tension that it created hostility and an overall negative climate. Michael was clearly upset with the supervision and the salary. We see examples of effects in the article. Things that affect the hygiene theory are supervision. Rebecca Boddington and Michael Welland. The last topic we found important is Herzberg’s motivation theory. for instance when Michael discusses he problems with fellow coworkers. the operations manager and the snack bar supervisors of The Waterview.a negative climate. have contradictory ideas regarding their 5 star resorts in Muskoka district of northern Ontario. they will continue to get worse and furthermore affect the quality of work both Rebecca and Michael are able to produce.
. Rebecca Booddington and Michael Welland both work at the Waterview and both are involved with the running of the snack bar during the summer months. The present owners are aware of this problem and are in the mist of addressing it but the issues will take time to resolve. Welland believes that Boddington holds a personal grudge against him and feels as though her criticism has deteriorated the work ethic of his coworkers. He views it as a fairly easy job and works with family therefore he is motivated to remain employed. reservations.competition has become fierce. He is on the brink of quitting his job despite his contract. Boddington is the assistant manager of operations at the resort and has been with the company for about 6 years. In the past Rebecca has not met many of the guest’s expectations but has earned many compliments for her honestly in dealing with the issues during the transition of ownership. In past years the resort has unfortunately undergone several changes in ownership and has since lost several guests that have cited this reason for the deterioration in quality at the establishment. She oversees the food and beverage department. On the other hand. Her responsibilities include hiring. The bar serves a pub-style lunch. He since has moved up to the position of server but has never really enjoyed the job nor profited much from his employment there. training and scheduling for these departments. The summer months are when the resort sees the most business and the snack bar welcomes both patrons of the resort and the general public as well. Rebecca lives on-site and commonly works long hours to deal with the demands put on her. and customer service. Michael Welland is a former bus boy that has about 4 years of experience at the Waterview.
Most of the workers are employed from April through October and are generally student workers except for housekeeping and the kitchen staff. Welland initially turns down the offer and then accepts after Boddington makes the deal more attractive. There were further problems that followed Michael’s second paycheck and resulted in a promise from Boddington that Welland would receive a “bonus” at the end of the summer for his supervisory work. The first recommendation is to fix the communication issues between all employees. Recommendations There are a few recommendations that could improve the overall interaction between hourly employees and upper level management. Welland is also furious to find that in his first paycheck he was being paid at a starting rate and that other part-timers are getting paid more than he is. The most basic and efficient way to fix and increase communication is for Boddington to establish . Welland begins to regret accepting the offer after having arrived the next summer and being given maintenance tasks unexpectedly. Boddington and Welland begin to “butt heads” when she offers Welland a full-time position as a staff supervisor during the summer. This was not the original agreement that Welland had agreed to and he was furious. Implementing any of these three recommendations will increase effective communication and interactions between all employees greatly. strictly defining job duties/responsibilities in the descriptions and acknowledgement at time of hiring.Along with Boddington and Welland the resort employs many part-time seasonal workers to deal with the seasonal tourism. conduct weekly staff meetings for all employees. lastly institute an open door policy. The recommendations are as follows.
To address the other major problem of Welland doing duties that should not have been in his responsibilities stricter descriptions should be established. if that is the case Boddington would be wise to hold 2 or even 3 meetings shortly before scheduled shifts as to not be pulling the employees from their tasks. especially a management style job. The work of locating Boddington or a supervisor and setting a given meeting may be more stressful then their actual issue. the stress on employees who have problems should be greatly reduced. By defining the duties more strictly you remove surprises in the job such as Welland being hired as a supervisor yet still working as a server and maintenance person. It may be difficult to hold one larger meeting for every employee to attend. because now they have no idea what to expect or prepare themselves for in any given day of work. During the weekly meetings. and then having them conduct completely different duties is only going to be aggravating for the employee. issues that employees have may be raised to Boddington and other management if necessary.weekly meetings. because they can simply walk in and address the issue rather than trying to locate Boddington and then set up an appointment. If Boddington were to make herself freely available for even just 30-60 minutes a day during each shift. The last recommendation is for Boddington to institute an open door policy for any and all issues employees may have. Hiring an employee for a specific job. Keeping employees aware of situations and new policies in a timely manner is essential to keeping employees happy and working. Also with an open door policy Boddington may be able to include employees in some decision making . In the job descriptions given with each title the duties and responsibilities should be strictly defined and understood by the employee at the time of hiring. as well as organizational issues that Boddington becomes aware of on a weekly basis affecting all employees can be relayed in greater detail.
it also brings it out of the box thinking that Boddington may have never considered giving a greater reward/outcome than without. managers. helping everyone out. In addition to the meetings the open door policy allows Boddington to use extra help from her employees to solve minor issues. Getting employees involved in some of the decision making processes will reduce the stress on Boddington making her more willing to deal with employee issues’. Define managers and employee’s job descriptions and duties. supervisors. Conduct weekly staff meetings between employees. Weekly staff meeting will boost communication which is the key to the success of any team or organization. and workers are not to work more than 5 days a week or 40 hours per week without consent from upper level management. I would implement a performance evaluation system where employees and managers can evaluate each other to address problems going on in the work place. With weekly meetings Boddington can quickly address certain issues and ensure that the day’s activities will run smoothly. if conducted in the correct manner. Lastly. first I would implement the weekly staff meetings between employees and managers. Weekly staff meetings also promote .processes. as well as helping her employees with their own minor issues which in turn gives the employee a sense of worth since their manager cares. My recommendations are as follows. Lastly if the job descriptions are addressed and enforced more strictly almost all of the issues that were experienced between Welland and Boddington disappear. Out of the recommendations mentioned. If Boddington were to move forward with these recommendations many aspects of the work area would begin to change. creating an easier. To put an end to the calamity going on in The Waterview resort I would implement a few major changes. friendlier work environment.
Rebecca Boddington should not be the only “go-to” person in the Waterview resort. I would implement an evaluation system. Friendly interaction between customer. employee. Workers should not be allowed to work more than 40 hours per week or 5 days per week without consent from upper level management. duties and responsibilities to other managers throughout the resort.teamwork. performance evaluations provide feedback which helps everyone in the long run . Lastly. In the case it was said the Boddington and Welland were working out of their job position. This can be detrimental to managers or workers because of longer hours and increased stress. and manager would increase sales and the morale of all workers. Weekly staff meetings boost communication between worker and manager. by the collaboration of worker and manager on a specific goal. Lastly. This should be written in the job description of that employee for legal protection. The next recommendation I would implement is defining managers and employee’s job descriptions. If upper level management were to implement these recommendations I believe the Waterview Resort will change dramatically. A performance evaluation system can also increase communication in the workplace by giving workers and manager’s feedback on their job performance. A well written job description can be of great value to any business. With an evaluation system goals can be set and met. Evaluations can also help a manager & worker see if they have chosen the correct career path. During these meetings Rebecca can distribute some of her tasks. Defining job descriptions protect your business from legal complications and also help the worker know what they are to do. Also. weekly staff meetings will keep all employees up to date on new policies and situations that affect The Waterview.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.