CASE NO. 6
Communication, Coaching and Conflict
Q.1) Present a summary of the case highlighting the main features of the company and the current scenario faced by Michael Welland?
Q.2) Using the oral message sending process explain and jusify how should Boddington send messages to Welland and Vice versa?
Q.3) According to the message receiving process, explain and justify how far Welland is listening, analyzing and understanding the message received from Boddington and vice versa?
Q.4) Using the 10 coaching guidelines explain and justify whether Boddington is using these guidelines to coach/mentor her subordinates or not? Which ones she is fulfilling and which ones she is not and why?
Below are the coaching guidelines for leaders and managers to help their followers to maintain and improve their performance. Let’s make out how Boddington use these techniques to coach her subordinates.
• Develop ...view middle of the document...
She never uses the words of praise like thank you, welcome and others.
• Avoid blame and embarrassment
She behaves in a way that focuses on making the person feel bad and does not help to develop the employees. She used to embarrass the employees in front of the all staff, as in the case she makes Welland feel bad when he has discussing the issue about his promotion and salary.
• Focus on the behavior, not the person
She was never careful with the words she use, and try to spin it into a more positive thing. She did not focus on the behavior of the staffs; she always focuses on the person. She creates personal grudges with the employees and tries to annoy them at work.
• Have employees assess their own performance
She never allows employees to self evaluate their performance, never discuss about their performance issues. She did not take comments from employees about their work.
• Give specific and descriptive feedback
Boddington never give any feedback to the employee. She avoids giving specific and descriptive feedback which creates confusion between her and subordinates.
• Give coaching feedback
She never offers positive coaching to the employees.
• Provide modeling and training
She did not provide job instructional training and modeling to the staff.
• Make feedback timely, but flexible
She never gives any timely feedback. Her feedback was not even flexible, she don’t concern about the emotions and feelings of the employees. She start to yelled at employees most of the times.
• Don’t criticize
She has explosive temper and use to criticize her staff.
Q.5) Using the 5 conflict management styles explain and justify which conflict resolution strategy/(es) Michael Welland should use to resolve his conflict with Boddington?
The conflict of Michael Welland with Boddington is complex and critical, they both have equal power and time is short, considering the situational and task characteristics he should utilize compromising techniques to resolve conflict.
Negotiating conflict management style will help him to resolve the conflict quickly. This will assist him to maintain the relationship. Negotiating leads to sub optimum results.