Problem
Chapter 5: Interpersonal Skills and Success (Answer 3 Questions)
i. How does the need to be treated with dignity affect Kate's perceptions and behaviors?
ii. How might Kate use the guidelines about raising delicate issues on pp. 121 - 124 to express her dissatisfaction to Mark?
iii. Are there any ways Mark might have praised Kate that would have minimized her dissatisfaction and enhanced her preform?
iv. How might Kae use the skills introduced on pp. 70 - 74 to respond when Mark raises the issue of her apparent lack of motivation?
v. Describe likely scenarios if Mark and Kate use each of the following approaches to deal with their conflict: win-lose, compromise, win-win.
vi. How might Kate deal with her discomfort over her coworkers' jokes? How might Mark respond?
Chapter 6: Principles of Interviewing (Answer 1 Question)
i. In hindsight, which questions might Kate have asked to explore the nature of her work environment and clarify her expectations during her employment interview?
ii. How can Mark frame the opening of his performance review to protect Kate's dignity and set a tone that will help him get the information he needs?
iii. If Kate does wind up seeking another job, how can she use the information in Chapter 6 to prepare for the interviews associated with her search?
Communicating at Work (12th Edition, Page 60)
Strategic Case: Omnicom Marketing
Mark's career at the marketing firm Omnicom is off to a good start. After spending a year as a rookie account representative, Mark was promoted to his first management position, supervising a team of reps. His group is mostly terrific: They work hard, get along well, and help one another. This is especially good news for Mark because his immediate compensation and his future at the firm depend on the team generating a significant number of billable hours.
Mark's only serious problem is with Kate. She was hired in an entry-level position with great expectations for her growth within the company. Now, after a few months on the job, Kate's performance has slipped dramatically. She missed two important deadlines, and some of the account reps are starting to complain about having to pick up the slack owing to her poor performance. She comes in late to the office, and she makes what are obviously social phone calls during work. Yesterday, Mark saw Kate checking Facebook several times. Mark knows that he can no longer ignore the situation. He has to confront Kate and get her to improve her performance, or else. Fortunately, Kate's upcoming performance review offers a good chance to discuss the problems.
Kate sees the situation very differently. After taking the job with great enthusiasm, she has come to believe that her contributions don't count for anything. "I suggest ideas," she says, "and they all get shot down." She feels overqualified for the job. "I'm ready to do serious work, but all they want me to do is take notes at meetings, make coffee, and run errands." Kate is also discouraged on the relational front. "I try to reach out to the rest of the team, but they're all men, and I just don't fit in. In fact, some of their little jokes about women make me feel really uncomfortable. If I wanted, I could probably file a sexual harassment complaint." At this point, Kate has almost given up hope that things will get better. "If that's the way they want it, fine. I'll do my job, collect my pay, and look for a better place to work."