Case Study 2: Identifying Attendance Issues

2530 Words 11 Pages
Register to read the introduction… There may be underlying issues which could be the driver of Howard’s absenteeism. Tad needs to first research the company’s policy and gain a full understanding of what he can and cannot do to resolve the issue. Tad also needs to consult with the human resource department as well as the legal department to understand and educate himself on the potential legal issues that also are involved.
Once Tad had educated himself, he needs to approach Howard to determine if there are underline reasons for the continuing attendance issues. It depends on why the Howard is late, absent, or taking frequent breaks will drive the action that Tad needs to
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However this is not the case with the plant surveying group. Tad will have his work cut out. He not only has to resolve the conflict within his team, but he also need to understand his own personal issues with Howard. Tad needs to get his team together to work through these concerns. He needs to set the stage by working on an agreement within the team that the conflict is a mutual problem for all and that it can best be resolved through open communication rather than allowing the issues to fester. Next, Tad needs to get to the underlying issues and/or concerns of the team. He should ask each team member for their view points and respect their opinions and feelings. He also should express that he will need their cooperation in solving the problems. If the team cannot reach a common perception of the problem, than the team needs to try to see the problem from the other members view point. Sometimes brainstorming sessions are a great way of getting to the key factors of the conflict. This session if worked correctly, is a great tool at working through these conflicts and reaching a viable solution. [ (Conflict Resolution) …show more content…
Now that he is Howard’s boss, additional training may be needed to improve his interpersonal skills. This is what I believe my former manager should be doing. In working with her for the past two years, it has become apparent that she lacks interpersonal skills. Another lady I work with who trained the major of the staff when we first was awarded our contract has more than ten years of experience. When our former manager talks with her, she comes across as demeaning and at time condescending. It is no wonder why she is no longer a manager. I personally feel that she needs to re-educate herself on how to deal with people.

Works Cited

Busines & Legal Reports, I. (2006, October 12). 8 Rules for Dealing with Poor Performers. Retrieved December 5, 2010, from

Conflict Resolution. (n.d.). Retrieved December 5, 2010, from

Hellriegel, D., & Slocum Jr., J. W. (2008). MGMT 362: Organizational Behavior Columbia College. Mason, Ohio: Cengage

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