Communication Model Between a Supervisor and Employee

Ruben Amador

Sigriet Ferrer

Adriana Huertas

Natalie Ponce

Ted Wilson

Assignment:

Using a cooperative strategy in responding to the power plays of others is clearly the recommended strategy, at least usually. Create an example using a library (any type of library) in which it might be more useful to ignore the power play? Discuss the reasons why the power play should be ignored.

Scenario:

In every Library Branch Manager's meeting that Erwin attends where the Branch Library Department Head chairs, he receives minor, but constant belittling comments from the Branch Library Department Head. A couple of times, she's even made comments about him while others are speaking, causing noticeable pauses in the conversation.

Group Exercise 1

Ruben Amador

Sigriet Ferrer

Adriana Huerta

Natalie Ponce

Ted Wilson

Scenario:

Mary Ann, a new academic librarian for the Paramount Community College, has the additional responsibility for developing instructional courses on Psychology and Social Services. Part of her responsibility is to address these instructional sessions with the instructor as well as the reference department head. Since Mary Ann is new to the instructional arena in reference instruction and needs some assistance from the reference department head on how to develop these instructional courses.

Stage One: Contact

Dept Head: Mary Ann, could you please come into my office?

Mary Ann: Sure. Hello, Thank you for taking the time to meet with me this morning.

Dept Head: You are very welcome, I know that we haven't had the opportunity to really speak since we hired you and I feel that this project will allows to do just that and more. Do you have any experience working with as a departmental liaison?

Mary Ann: No, I do not but I am a quick learner. And I may say that it is true, we haven't had the chance to speak. I have been very busy trying to adjust to this new position here in at the college.

Dept Head: Great, I am glad that you are part of our team. How are you getting along with the rest of the staff?

Mary Ann: Just fine. They all seem to be very nice people.

Dept Head: Ok, let's look at this project.

Stage Two: Involvement

When Mary Ann was hired as the new academic librarian for the Paramount Community College, she was given the additional responsibility for developing instructional courses on Psychology and Social Services. One of Mary Ann's strengths was her Sociology BA. During her employment interviews, the head reference library had indicated that could assist in training Mary Ann to develop instructional courses. After the start of Mary Ann's employment, she has had only brief moments to say hello to the reference department head.

Monday morning, there is a notice in Mary Ann's work mailbox that she's to develop an instructional course for Dr. Ingle's Undergraduate Psychology of Personality course. After attempting to contact the instructor, she is informed by the Psychology Department secretary that (1) Dr. Ingle will be away until Thursday to attend the funeral of Dr. Ingle's father; (2) the secretary does not have a copy of the syllabus; and (3) the secretary only knows the course textbook.

Mary Ann meets with the reference department head, but it can only be a brief 10 minute meeting. The reference department head is scheduled to be in meetings for all day today, Tuesday, and Wednesday. Although Mary Ann and the reference department head have never worked together before, and the head has limited time to spare, they begin by asking direct questions.

Mary Ann: I need assistance developing this instructional course.

Dept Head: Do you have a copy of the syllabus?

Mary Ann: No. The instructor is not available and the secretary does not have a copy.

Dept Head: What do you know about the topic?

Mary Ann: Not much. I've never studied personality theories.

Dept Head: Have you reviewed the library's databases yet?

Mary Ann: Somewhat, but I'm not strong in psychology.

Dept Head: Seems like you're going to have to review the textbook and determine the main topics. You'll need to review the library's databases as well. Since everyone is really busy preparing for next week's accreditation meetings, you're going to have to do the best you can.

Stage Three: Intimacy

Mary Anne has become most responsive to the needs of students on campus as a result of her current conference meetings with the head of the department in reference. As a result, the head of the department feels that Mary Anne is able to establish a progressive reference chapter for future conferences amongst other reference librarians and universities. Mary Anne has also noticed that she is becoming a part of her department's social network.

Dept Head: "Mary Anne, last week Dr. Ingles mentioned that her students obtained very resourceful information during your reference session. I have also noticed a difference in attitude from our instructors and students. Have you ever thought about joining our reference chapter on campus and report some of your work to other universities?"

Mary Anne: "Really? Well, I'm grateful to see that I have been making improvements in reference and as a part, you feel I am qualified to become a part of our reference division at our university."

Dept Head: "We are delighted to have you in our reference team. Hey, we are all meeting this afternoon after work at The Pub. Would you like to join us and discuss some of your ideas?"

Mary Anne: "I would love that, of course."

Stage Four: Deterioration

Mary Ann, and academic librarian is having issues with her supervisor. Mary Ann seems to be breaking the rules, by continuously spending her work hours surfing the net, making personal phone calls, and even reading for pleasure when there are work tasks that must be completed. Co-workers complain that she is difficult to work with. Mary Ann seems to be completely unaware or uncaring about her wrong-doings. Her supervisor continually reminds her of the necessary tasks of researching, looking for new materials to add to the collection, and incorporating library programs. This situation gets out of hand, and Mary Ann's supervisor decides to fire Mary Ann. The relationship deterioration has been continuous, and becomes further deteriorated when Mary Ann is fired by her supervisor.

Conversation:

Dept Head: (Verbal) Mary Ann, there is an urgent matter that needs to be addressed as soon as possible. Are you busy right now? If not I would like to schedule a personal meeting so that we may discuss a very pressing issue. (Non-verbal language) Very serious and stern.

Mary Ann: Sure. I am ready to discuss this matter whenever you would like to

(Non-verbal language)- She's shocked, nervous, and scared.

Dept Head: (Verbal language) Due to recent and drastic budget cuts we have been faced with the very difficult decision to eliminate your position. Your position will be terminated by November 12, 2008.

Mary Ann: (Verbal language) This is such a short notice. You mean I only have three weeks before I'm laid-off?!? This is unprofessional on your part. I can't believe you have put me in such a position! (Non-verbal) Combative and angry body language. Flushed cheeks and arms crossed.

Dept Head: (Verbal language) Mary Ann, I believe I am giving you plenty of time to get everything sorted out. Now that I have brought this to your attention, you may resume your occupational duties. (Non-verbal) Still serious. Walks away.

Mary Ann: (Verbal language) She is silent. (Non-verbal language) quickly walks away in tears of resentment and fear.

Stage Five: Repair

After Mary Ann has had some time to assess the situation and gather her thoughts, she approaches her supervisor and asks him if she can make an appointment with him to discuss her termination. The supervisor makes an appointment to meet with her the next day. That evening after work, Mary Ann further analyzes the situation and writes down some points that she would like to address at the meeting.

Mary Ann: Thank you for your willingness to meet with me to discuss the circumstances for my termination. (serious and direct).

Dept Head: I'm always willing to discuss, provide feedback and answer any questions you might have regarding your situation. (professional and responsive)

Mary Ann: After our last meeting I began to ask myself what went wrong and if there was anything that I might have done that lead to my termination. I would like to know if my behavior at work had anything to do with my sudden termination? (calm and professional)

Dept Head: That is an excellent question and I appreciate that you took time to reflect on this and discuss it with me. Although we are facing serious budget cuts, part of the reason that I chose to eliminate your position instead of others, was your unprofessional behavior at work. I observed and also received numerous complaints that you were conducting personal matters, such as phone calls and web surfing, during work hours and during times that colleagues and patrons relied on your assistance. I attempted to remind you of your responsibilities on numerous occasions but nothing seemed to change. Finally, when faced with the decision to eliminate a position in the department, your behavior weighed in heavily in my decision to terminate you. (direct and professional)

Mary Ann: Now I better understand why this decision was made. If I were in a supervisory position observing this behavior I probably would have taken the same action. I apologize for my conduct and performance. I was completely unaware of this, since this was acceptable behavior in my previous work environment. Also, I've been dealing with some personal issues that have distracted me from my work. That is no excuse though, and I understand the complete un-professionalism on my part. I want you to know that I do not wish to leave this department on bad terms and if given the opportunity to maintain my position on a probationary status, I would work hard to show you my full potential and that I am completely dedicated to the department. (composed and assertive)

Dept Head: I appreciate your sincere apology and effort, but unfortunately that decision has been made and I have to stand by it. I feel as though my warnings and reminders were sufficient for you to become aware of the situation and I apologize if this was not clear to you on the occasions that I spoke to you about attending to your responsibilities. I'm sorry that you are dealing with personal problems and I genuinely hope that they can be resolved. I don't feel as though you are leaving on bad terms with me and I hope this conversation has helped answer your questions. I truly wish you the best of luck in your future endeavors. (firmly shakes her hand and smiles)

Stage Six: Dissolution

After her employment terminated and her supervisor was unwilling to reverse the decision, Mary Anne will no longer be working for the library. She appears to have developed a better understanding of how her behavior had been responsible for the supervisor's decision. We hope that this experience will make Mary Anne a better employee for a different library.

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Thread: Group 2 Exercise 3

Post:Group 2 Exercise 3

Author: Adriana Huertas

Posted Date: November 13, 2008 12:08 PM

Status: Published

Group Exercise 3

Ruben Amador

Sigriet Ferrer

Adriana Huertas

Natalie Ponce

Ted Wilson

Assignment:

Read the "Religion in the Library" scenario. Identify the interpersonal communication issues presented. Propose possible solutions for each issue.

Solution:

According to the book, the best way handle this conflict management situation would be to talk and listen, even if the topic is a hot button (p.299).

(a) Paul needs to be use active listening skills to not only hear what Walt has to initially say, but also to appropriately respond to Walt's comments. "If I become saved, our relationship would be more equitable. Is that the way you feel?"

(b) Paul needs to express his support for Walt. "Because I'm Jewish, you're worried that I won't be saved. And you're worried about other people in the library, that they won't be saved."

(c) Paul needs state his thoughts. "Before you converted, you probably noticed that I never tried to convert you to Judaism. I feel a lot of pressure from you to convert to Christianity. I'm very supportive that your religious beliefs. But, I feel you're constantly wanting me talk about something that I'm not interested in. It's impacting my friendship with you, causing me to not want to be around you. I actually do enjoy spending time with you, but this type of pressure is causing me to think about discontinuing my friendship with you. I'm also worried that you're also doing this with some of the patrons. As your friend, I would advice you to be careful because some patrons could become upset and file a complaint."

(d) Hopefully, this will help Walt begin to understand that his behavior is disruptive to his friend and the patrons. If Walt's inappropriate behavior to Paul continues, Paul will need to bring the behavior to his manager's attention. Although Walt has only good intentions, his behavior could develop into a negative working environment. If this happens, the friendship between Paul and Walt will become very fragile, and may even end.

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Thread: Group 2 Exercise 2

Post:Group 2 Exercise 2

Author: Adriana Huertas

Posted Date: November 6, 2008 8:34 PM

Status: Published

Group Exercise 2

Ruben Amador

Sigriet Ferrer

Adriana Huertas

Natalie Ponce

Ted Wilson

Assignment:

Using a cooperative strategy in responding to the power plays of others is clearly the recommended strategy, at least usually. Create an example using a library (any type of library) in which it might be more useful to ignore the power play? Discuss the reasons why the power play should be ignored.

Scenario:

In every Library Branch Manager's meeting that Erwin attends where the Branch Library Department Head chairs, he receives minor, but constant belittling comments from the Branch Library Department Head. A couple of times, she's even made comments about him while others are speaking, causing noticeable pauses in the conversation.

Decision:

Although Erwin is uncomfortable and bothered by this, he decides it's best to ignore this power play for the time being. Bringing this up or making a comment about it to the Branch Library Department Head in front of others during the meeting, would be unprofessional and not necessarily the best timing. Being that the Department Head is in a position of authority, Erwin believes that she has "legitimate power" in this situation and that she might even have a right or a reason for doing what she is doing. Due to these circumstances and the fact that Erwin has been recently promoted to Library Branch Manager, he decides that in this case the best thing he can do is to ignore the situation.

• You save "face" in front of your co-workers

• You will show more professionalism than your supervisor

• You may have a chance to report the abuse of power to a higher authority

Decision:

Although Erwin is uncomfortable and bothered by this, he decides it's best to ignore this power play for the time being. Bringing this up or making a comment about it to the Branch Library Department Head in front of others during the meeting, would be unprofessional and not necessarily the best timing. Being that the Department Head is in a position of authority, Erwin believes that she has "legitimate power" in this situation and that she might even have a right or a reason for doing what she is doing. Due to these circumstances and the fact that Erwin has been recently promoted to Library Branch Manager, he decides that in this case the best thing he can do is to ignore the situation.

• You save "face" in front of your co-workers

• You will show more professionalism than your supervisor

• You may have a chance to report the abuse of power to a higher authority