Read the case study below and write a 2-3 page essay (double-spaced, 12 point, Times New Roman) summarizing the problems in and suggesting possible solutions to the listening, feedback and mentoring relationship between Casey and Parker. Apply the material you see as important from the textbook, readings, and other sources on listening, feedback, mentoring, developing teams and energizing staff.
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Casey Miller, manager of support services for City Medical Center, dreaded completing the monthly statistical report for his department. Miller was responsible for services supporting the efforts of the Medical Center, including laundry and linen services, housekeeping, and more. At one time, the report was relatively simple, but as the administration requested more and more detail to be able to deal with budget and quality issues, the report had become a giant headache. As the complications grew, Miller had simply modified the methods for preparing the report, so there was no detailed documentation of how to complete the increasingly complex tables and spreadsheets.
Faced with the monthly deadline next week, and confronting the usual problems always present in support services, Casey Miller decided it was time to delegate the preparation of the report to assistant manager, Parker Curtis. This would be a great learning opportunity for Parker, a chance to demonstrate future leadership ability in the department.
Miller called Curtis into the office, handed over a copy of the previous two months’ reports and a thumb drive with the blank templates for the next report. Casey said, “I know you’ve seen these before, and I’ve decided that it’s time for you to get some experience doing it. It’s been getting to be a real pain, and I’ve got more important things to do than be tied up in some routine report some C-suite jerk is going to use for a Powerpoint show.”
Curtis looked over the information, and said, “I’m sure I can do it. I’ve certainly looked over your final reports plenty of times. It looks complicated, but if I get off on the right foot, I can figure it out. How about if you walk me through it, and we do this first one together so I can get the hang of it?”
Miller grimaced. “Look, Parker, my objective here is to free up my time. If I have to hold your hand, I may as well do it myself.” Grinning, Casey added, “Besides, if I can do it without any management education, than anyone with half a brain and an MHA like you ought to be able to do it.”
Parker nodded, and left the office without further comment.
At the end of the next day, Curtis stopped Miller in the hallway as they were headed in different directions. “Casey,” he said, “I’m glad I found you. I have a few questions about that report, mostly concerning how you come up with some of the totals and percentages in a few of those spreadsheets.”
Miller barely even broke stride. “Sorry, Parker, I can’t take the time. You’ll just have to figure it out yourself. I had to do the same thing. You have all weekend. I need it first thing Monday morning.”
On Monday, Miller found the report and thumb drive sitting in the chair in the office with a note about an all-day committee meeting that Parker would be attending . Casey flipped through the charts and tables, and was about to sign the report, when a number in one table seemed odd. Looking at the previous month’s chart for comparison, Miller saw that Parker’s report had to be way out of line. Looking more closely now, Casey did a line-by-line comparison. The mistake went back to an error Parker made on the very first page, which now made the charts and tables on every page incorrect. Casey was going to have to re-do the entire thing. Still working at 4:30 PM, Casey threw down his pencil when Parker stopped by and asked, “What are you up to, Casey?”
“Proving an old saying,” Miller snapped. “If you want something done right, do it yourself.”
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Why is it important to develop
highly performing teams?
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Let’s start by defining team.
Garman and Dye (2015)
define a team as having the
following characteristics:
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• Common goals
• Success involves them
working together
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How do you go about
selecting people for these
teams? There are five key
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activities that leaders do
when developing a highly performing team:
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1. Select the best people.
2. Focus them on a common vision and collective goals.
3. Develop trust.
4. Create cohesiveness between team members.
5. Effectively work through conflicts
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Collins (2001) describes hiring as “getting the best people on the bus” in his book, Good to
Great. What he means by this expression is finding the right people for the team. People that
share the values and culture of the organization and that care enough to put the needs of the
team ahead of their own. So, to find these types of people, strong leaders must also have a
solid focus on their own vision and goals for the organization, and have a sense of the skills
and behaviors that will best help them to achieve those outcomes.
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Mark Zuckerberg (Facebook) explains this philosophy in this video:
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Strong leaders don’t hire team members by accident. They have a very deliberate process to
seek out the desired behaviors and traits, and are willing to “hold out” until they find the
person that possesses these qualities. In order to find this talent, strong leaders often rely on
recommendations from employees already demonstrate the desired behaviors and traits.
They also make a point of developing a strong network of professional contacts through out
their careers, and consult those networks when they are seeking to hire. These strong leaders
also make certain that they find high potential employees to fill the needs for succession
planning. (Succession planning is the foresight to develop talent internally to fill key positions
should the incumbent leave.)
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Striking the balance between
individual goals and collective
goals is not an easy feat.
While collective goals are
more organizationally
focused, there is still a need to
have accountability through
individual goals. The other
balance must be between the
needs of the senior leadership
team, and the needs of each
senior leader’s staff. .
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Recognizing and working with
these tensions is indeed an important first step. Truly effective leaders will find effective ways
to help the team to find the optimal balance. Some ways to support this team-based approach
include a blend of individual and team-based incentive compensation plans. This type of
balanced Scorecard is very effective in ensuring that team goals and individual goals are in
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< Previous O2016. MAR 27 A mes ???? Safari File Edit View History Bookmarks Window Help E Fri 5:03 PM III psu.instructure.com Ask a new question - Studypool The Collaborative Organization:: Leadership Les... Developing Trust and Cohesiveness: (20SP] HP... + SOLUTION: HPA430 : Developing Teams and Ener... Modules Announcements Developing Trust and Cohesiveness Grades Library Resources hot 56 PM Account Syllabus People Dashboard We learned great deal about building trust in Lesson 5, therefore, this lesson will focus on building cohesiveness. Keeping the team working well together takes deliberate action. Some techniques that can help to build team cohesiveness include: (Garman & Dye, 2015) Shot 1.07 PM Courses hot 3.10 PM 33 Groups Calendar hot 3.17 PM Inbox • Increasing the frequency of interaction. The more teams interact, both at work and away from work, the better they know and connect with each other. When they get to know each other as people first, the likelihood of misinterpretations is diminished. • Providing opportunities to discuss group goals, and how they can best be achieved. One way to facilitate this growth is through group compensation goals. All must participate and achieve these group goals in order to receive compensation. • Developing a healthy sense of competition among the teams. Sporting events, trivia contests, or other forms of fun competition are likely to increase cohesion. Notices ? Help MAR 27 A mes ???? Purchase answer to see full attachment