In this case Dale is the manager and Mary is the assistant manger. As previously, mentioned Dale has worked with the company for 15 years and is really proud and devoted to the company. This job was with Mary’s dream company, meaning she also cares about the company. This is a common goal between the two, and should be emphasized during a conflict resolution process. Mary is ambitious and has the skills to help the company further succeed. If dale looked at these qualities of Mary’s and gave her opportunities to maximize success it would be beneficial to Mary and the whole company (Raines, 2013, pg. 155). However, currently Dale is lacking in the eight effective habits of managers. The first habit is being a good coach by providing constructive
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157). Currently, Dale is shutting down Mary’s ideas but he is not giving any reasoning for why. If dale were to use conflict to create a structured discussion where they could talk openly about the ideas by allowing a more informed decision-making process (Raines, 2013, pg. 158). This also talked about in the five days functions of a team, when people fear conflict there can be no constructive feedback. Second, empower your team and don’t micro manage, find a balance between giving employees freedom and giving advice. Let employees figure things out themselves to find new skills, and overcome challenges. Third, Express interests in employee’s success and well-being, get to know your employees, this helps when discussing the iceberg because we get to know more about the person such as their personalities and emotional baggage issues that may affect them in the workplace (Raines, 2013, pg. 157). Another way is to create an open-door policy. An open-door policy means that an employee that can talk to a manager when they are experiencing s problem (Raines, 2013, pg. 99). Neither Dale or Mary has made an effort to get to know one another and to create trust between each other. Dale is currently not seeing interest in Mary succeeding,
157). Currently, Dale is shutting down Mary’s ideas but he is not giving any reasoning for why. If dale were to use conflict to create a structured discussion where they could talk openly about the ideas by allowing a more informed decision-making process (Raines, 2013, pg. 158). This also talked about in the five days functions of a team, when people fear conflict there can be no constructive feedback. Second, empower your team and don’t micro manage, find a balance between giving employees freedom and giving advice. Let employees figure things out themselves to find new skills, and overcome challenges. Third, Express interests in employee’s success and well-being, get to know your employees, this helps when discussing the iceberg because we get to know more about the person such as their personalities and emotional baggage issues that may affect them in the workplace (Raines, 2013, pg. 157). Another way is to create an open-door policy. An open-door policy means that an employee that can talk to a manager when they are experiencing s problem (Raines, 2013, pg. 99). Neither Dale or Mary has made an effort to get to know one another and to create trust between each other. Dale is currently not seeing interest in Mary succeeding,