Name Sandra Bincy Kane S

Question 1 (4 marks)

Lisa felt disappointed during her first few weeks at houseworld. What, according to you,
caused friction between her and her team members: Linton and Scoville? Mention at least 2
instances.

The main cause of Lisa Benton's disillusionment in her initial weeks at Houseworld was her
disagreements with Roger Scoville, the associate manager, and Deborah Linton, her boss.
Disparities in management styles, communication problems, and misplaced expectations all
contributed to this conflict. These are the two main incidents that fueled the conflict:

1. Deborah’s criticism and lack of support:

Instance: Linton gave Lisa negative comments early on, calling her "unassertive," "indecisive,"
and "confident." Rather than providing helpful counsel or direction, Linton criticized Lisa's
performance without providing specific instructions on how to get better.
Impact on Lisa: Having joined Houseworld with high expectations and a solid track record, Lisa
felt inadequate and frustrated as a result. Linton's inability to teach Lisa or offer concrete
guidance resulted in her feeling devalued and unsupported, which strained their relationship.
Since Lisa didn't receive any concrete criticism, she probably didn't know how to live up to
Linton's expectations.

2. Scoville’s detachment management style and failure to intervene:

Instance: Despite Lisa's difficulties with Linton, Scoville cultivated a detached stance and
refrained from being involved in the conflict. Lisa felt alone because Scoville didn't offer her
any advice or criticism either. As he had initially backed Lisa's hire, he also didn't question
Linton's management style despite being aware of Lisa's potential.
Impact on Lisa: Scoville’s detachment exacerbated Lisa’s feelings of isolation and frustration.
By not offering support or stepping in to mediate the situation, he indirectly contributed to Lisa’s
growing sense of disappointment and alienation. His failure to act as a mentor or to balance
Linton’s management style made it difficult for Lisa to adjust and succeed in her role.
Question 2 (7 marks)
Scoville displayed erratic behaviour while interacting with Lisa throughout the case.

Question 2A: Analyse Scoville’s personality using OCEAN framework. What, according to
you, would he score in each of the OCEAN traits? Cite examples or instances to support your
answer. (5 marks)

Trait Level: High/Low Example supporting the answer

Openness refers to a person’s flexibility,

Openness to Low creativity and curiousness.
Experience
Scoville seems to be more traditional than
broadminded to new ideas and innovation in
management style. He follows the rules as they
are set forth and doesn’t seem to support original
approached to problem-solving
Includes carefulness, self-discipline and
Conscientiousness High dependability

Scoville exhibits a somewhat high level of

conscientiousness as he is result-driven and
fulfils his managerial role. It appears that he
respects order and discipline, as seen by his
choice to let Deborah Linton lead her team in the
manner of her choice.
 Includes assertiveness, sociability &
Extraversion Low talkativeness
Scoville doesn’t seem like very sociable person.
He doesn’t come across as appealing or
extroverted when he interacts with Lisa or any
other employees. He doesn’t quickly connect
with the staff on personal level or foster strong
interpersonal relationship, giving the impression
that his management style is more reserved.
Includes courteousness, being caring and being
Agreeableness Low well mannered.

Scoville isn’t particularly understanding or

accommodating. He doesn’t try hard o make sure
Lisa is content or at ease in her work, and he also
doesn’t try to diffuse the conflict between Lisa
and Linton. His demeanour appears more
disengaged, which could suggest a lesser degree
of agreeableness. However, he doesn’t act
hostile.

Includes emotional instability, anxiety and

Neuroticism Low moodiness

Scoville exhibits emotional stability, composure

and calmness throughout the preceedings. Even
in the face of challenging circumstances within
his team, he does not show symptoms of others
or emotional stability.

Question 2B: Using the results of the OCEAN framework analysis, suggest two ways in
which Lisa can improve her relationship with Scoville (2 marks)

1. Leverage His Conscientiousness: Appeal to his focus on results and structure

Lisa may strengthen her bond with Scoville by proactively requesting feedback and producing
consistently excellent work. She should demonstrate her organization, dependability, and
problem-solving skills while concentrating on specific objectives. She can capitalize on
Scoville's results-driven mindset by bringing up her worries or concerns (like with Deborah) in
a methodical, professional manner and connecting them to business goals (like team
performance or project success).
 2. Adapt to his low extraversion and agreeableness: Use professional, Business- centred
Communication
Rather of anticipating empathy or a personal interest in her issues, Lisa needs to be concise,
straightforward, and solution-focused in her discussions with Scoville. Rather than looking for
emotional support or personal reassurance, she can ask for clarification on her job and
responsibilities and frame her interactions around how she can help the team achieve its goals.

Question 3 (5 marks)
Linton failed to recognise Lisa’s performance evaluation. This left Lisa disappointed.

Question 3A: Which area of the Johari window does the situation represent? (1 mark)

Not Know to others, Know to self “Hidden Area/Façade”

Part of our personality or traits that are known to us and not to others

Question 3B: What can Lisa do to reduce this area and improve her relationship with
Linton? Give at least two relevant examples. (4 marks)

1. Initiate Open communication and share her expectations (self-disclosure)

By being honest with Linton about her feelings, expectations, and worries, Lisa can lessen her
Hidden Area. This would promote openness and make it easier for Linton to comprehend Lisa's
viewpoint and method of operation.
2. Ask for regular feedback to reduce blind spots (seeking feedback)
In order to identify areas of her performance or behaviour that she might not be aware of, Lisa
can proactively seek Linton's input (the Blind Area in the Johari Window). This will enable her
to adjust in accordance with Linton's expectations and impressions.

These strategies will help Lisa improve transparency, build trust, and enhance her relationship
with Linton, ultimately leading to a more collaborative working dynamic.

Question 4 (4 Marks)
In Lisa’s performance review, Linton described Lisa as “unassertive” and “lacking in
initiative and confidence”. What could Linton have done differently while giving feedback?
Suggest two improvements.

Giving criticism, even harsh criticism such as Linton's remarks that Lisa is "unassertive" and
"lacking initiative and confidence," is crucial. Be sure to be constructive and concentrate on
practical recommendations rather than personal attacks. Linton could have phrased the criticism
more positively in the following ways:
 1. Focus on specific behaviour instead of labelling - placing more emphasis on particular,
noticeable behaviour—such as waiting for instructions in meetings—than on characterizing Lisa
as "unassertive." Additionally, it gives a clear recommendation—becoming more proactive in
communicating her ideas—and acknowledges that her contribution is valued.

2. Offer encouragement and support for growth - This method reinterprets the criticism as a
chance for improvement rather than a criticism. It shows that Linton cares about Lisa's growth
and has plans to help or mentor her, which promotes a more positive and efficient atmosphere.

3. Use positive reinforcement alongside suggestion - This feedback combines constructive

criticism with reinforcement. Lisa is more likely to perceive the areas for improvement as
extensions of her current skills when her strengths are acknowledged, which also gives the
comments a more balanced tone.

Question 5 (6 Marks)
Suggest three engagement tactics that could have helped Lisa in feeling more motivated to
work in Houseworld.

To help Lisa Benton feel more motivated and engaged at Houseworld, three effective
engagement tactics could have been employed:
1. Open communication and feedback channels:
Frequent One-on-One Meetings: Lisa would receive clear feedback on her performance,
expectations, and areas for expansion if she scheduled frequent check-ins with her supervisor,
Deborah Linton. Lisa would also get the chance to voice her worries and ask for advice.
Employees who encounter open communication are more likely to feel heard and supported.

360-Degree Feedback: Lisa's working relationships would have been enhanced by a system in
which peers and bosses offer feedback. Feedback like this might clear up misconceptions
between Lisa and her co-workers and foster a healthier, more cooperative workplace.

2. Involvement in meaningful projects:

Assign Challenging Tasks: Lisa is frustrated that she doesn't feel like she is getting enough
done. Allowing her to work on more difficult, high-profile projects would show that you believe
in her skills and make her feel like a valued member of the team. Deborah could have given her
more important tasks to complete in order to include her more fully in the job.
 3. Mentorship and career development:
Personalized Career Development Plan: Houseworld could have helped Lisa develop a clear
career progression plan that aligned with her goals. Knowing that the company was investing in
her long-term success and development would have increased her motivation to stay and
perform well.

Question 6 (4 marks)
Lisa can improve her relationship with Linton and Scoville using certain power tactics.
Based on this, answer the following questions.

Question 6A: Mention 2 soft tactics that Lisa can use. Suggest relevant ways in which these
can be implemented. (2 marks)

Improving Relationship with Linton:

1. Building Rapport & Empathy - Making a personal connection with Linton in order to create
a genuine interest in her perspective and arranging a shared goal. She could ask for concerns in
important projects and making her feel valued.
2. Demonstrating Initiatives in Low-stake situations - Showing initiatives in tasks to create
trust in Linton, volunteering to present small reports in meetings, proving her positive and
studious side in a way that doesn’t overwhelm her.

Improving Relationship with Scoville:

1. Adapting to his task-oriented nature - Lisa should speak to Scoville in a way that appeals
to his attention to detail and efficiency because of his high level of conscientiousness. She can
ask for input on how to make her contributions better & more in line with the objectives of the
term.

Question 6B: Mention 2 hard tactics that Lisa can use. Suggest relevant ways in which
these can be implemented. (2 marks)
1. Using data to Back up her contributions - If Linton ignores Lisa’s efforts, Lisa can prove
her value to the team using quantitative evidence. Lisa can gently repute the idea that she is not
“unassertive” or “lacking initiative” by showcasing quantifiable outcomes and documenting her
work.
2. Escalating concerns to senior leadership - If Lisa uses soft power strategies and nothing
changes, she can take matters further by asking a higher authority (such as Vernon) to step in.
This needs to be handled tactfully, not as a criticism on Scoville but as an attempt to enhance
her contributions.
Question 7 (4 Marks)
Do you think there has been a breach of ethics by Lisa’s co-workers? Justify your answer by
giving reasons and mentioning instances from the case study.

Indeed, it is possible to see Lisa Benton's co-workers—Deborah Linton and Scoville in

particular—as acting in a way that violates workplace ethics, particularly when it comes to
professionalism, leadership, and appreciation for a colleague's contributions. The following are
some ways that their behavior may be viewed as immoral:

Lack of conservative feedback: Deborah does not do a great job as a manager of giving Lisa
specific criticism or direction regarding her work. Supervisors have an ethical duty to guide and
assist their staff members in developing, yet Deborah appears to purposefully keep Lisa out of
important choices and responsibilities, which undermines Lisa's skills.

Lack of Professionalism: Deborah shows partiality by siding with Scoville and frequently
keeping Lisa out of important tasks. A manager should encourage diversity and see to it that
each member of the team feels appreciated and included. Linton may have violated leadership
ethics even though she had treated Lisa with such disrespect.

Exclusion and unprofessional conduct: Scoville's reluctance to collaborate with Lisa and his
propensity to support Deborah are factors that lead to a poisonous work environment.
Employees have an ethical duty to respect their colleagues and collaborate to accomplish
company objectives. This ethic is compromised by Scoville's actions, as he acts in a cliquish
manner and isolates Lisa.

Abuse of Power: Deborah has a lot of influence over Lisa's success and career growth because
she is her direct boss. Misusing this authority to drive Lisa away and impede her advancement
is a misuse of her supervisory position. Within a company, such behaviours undermine ethical
integrity and confidence.
Question 8 (6 Marks)
Should Lisa quit her job at houseworld? Support your answer with at least 3 relevant
arguments

Several situational considerations, such as Lisa Benton's professional growth, her ability to
resolve conflicts, and the effect of her current workplace on her career and well-being, will
determine whether or not she should quit from Houseworld.

My argument is against her resignation because,

1. Potential for resolution: Lisa hasn't used every tactic available to resolve conflicts. She
might discuss her concerns and look for solutions to improve the dynamics among her co-
workers by speaking with her supervisor, Michael, or other senior executives, for instance.

2. Learning Opportunity: In particular, early in her career, navigating challenging professional

relationships may provide Lisa with invaluable experience in leadership, office politics, and
dispute resolution. These are essential abilities for sustained professional success.

3. Reputation and Network: Lisa's professional reputation could suffer if she quits too soon,
particularly if it is believed that she quits without making a sincere effort to address issues at
work. Remaining and making improvements to her circumstances can bolster her fortitude and
expand her network within the organization.

4. Staying for the short term: Lisa may be able to stay a little while longer, develop her abilities
and resume, and search for new positions with a stronger position if she can figure out how to
handle the difficulties she is now facing.