IMPROVING PERFORMANCE IN BUSINESS SERVICES:

INTRODUCTION:
Charles Thompson recently was appointed manager of the
business services department. Earlier in his career, he had worked as
a specialist in this department. When he moved back, he was
reunited with a group he had previously worked with. This group,
known officially as the Business Services group, was experienced
and effective in working together. Spurred by his new boss to
improve service quality, Charles raised their quota on formal
discipline. After two weeks, he did so to one employee. There is now
a major role morale problem and a grievance filed with the
Personnel Department.
STATEMENT OF THE PROBLEM:
Charles faces a serious morale problem which will likely escalate
into lowered productivity, reduced communication, increased
complaints, turnover, and conflict. This morale problem rests on a
resentment and distrust of Charles” management practices.

ALTERNATIVE:
 Charles should indicate that he made a mistake in his approach to
the goals of improved service quality. Indeed, he should reaffirm
his commitment to that process.
 He should encourage them to raise that anger or any concerns so
that he can make any changes needed to forestall future
problems.
SOLUTION:
Charles should use a more participative process for instituting
the service quality management program.

CONCLUSION:
Charles used the wrong approach in seeking to produce change
among his employee group. In effect, Charles created the reason for
the problem by taking a directive approach when a more participative
one was needed.
 CONFLICT IN CUSTOMER SERVICE

INTRODUCTION:
Brad Franklin supervised the customer service unit for the
Wilson chain of department stores. Don has some prior experience in
this work, while karen, who was a recent community college
graduate, had none. She would be the only woman in the group.
He instructed them to answer the phone and handle customer
questions. Shortly thereafter, he noticed that Brad and Karen seemed
to argue a lot. Finally, Brad became concerned when Karen, a more
shy and reserved person than Don, started to complain that she was
not reserved person than Don because she was a woman.
STATEMENT OF THE PROBLEM:
Katen’s perception and belief that she is being treated unfairly
compared to a male peer, Don. Whether or not Brad has been treating
her unfairly is not as important as the fact that Karen feels as if he has.
His immediate problem is how to respond to this issue so that Karen
can get beyond these feelings and become a fully functioning member
of the team.

ALTERNATIVE:
 Brad should have given them specific phone coverage assignments.
For example, Don might have been given the responsibility of
handling all calls in the morning, and karen all calls in the
afternoon. Those schedules would have been rotated regularly.
 as the only woman in the group, Karen may feel particularly
vulnerable and under stress. Brad should have resisted any
pressures on her that might increase her discomfort level.

SOLUTION:
Brad should meet privately with Karen to discuss the matter. Brad
should indicate that her concerns are very important to him and that
he will do all he can to address them. He should also indicate that he
has no intention of any differences in their training. Brad could also
not, though, that Karen has to take some responsibility for her
training, including initiative.
CONCLUSION:
Brad should ask her to talk about the kinds of additional training
she thinks she should receive. He should avoid talking with her about
what in fact did happen and stay focused on what should happen in the
future, going forward. The goal should be produce a written training
plan and a timetable that will keep him in regular contact with her and
that will help her improve her skills.
 A LEADERDHIP CHALLENGE
INTRODUCTION:
Two employees in the Patient Services Department had applied for
the supervisory job. Chris told Mary about this when he met her on Mary’s
first day on the job. He suggested that Juanita might be a problem and told
Mary to handle it the way she was best. He then took her to the department,
introduced her to the staff, and left her to settle in.
Mary wanted to learn what Juanita’s job duties were, but could not
get adequate replies. Finally, in exasperation, Juanita began arguing that it
was Mary’s job to tell Juanita what to do. Mary replied that they would have
problems if this was as well as they were going to communicate.
STATEMENT OF THE PROBLEM:
Juanita had some jealous on Mary regarding the job she
received. So she behaves in a different manner with Mary. Now how
the Mary is going to handle her is the issue.

ALTERNATIVES:
 Mary cannot say whether in fact Juanita is correct or incorrect in
her belief that she was a victim of discrimination. She cannot
prevent Juanita from taking action on her complaint if she wishes
to do so. Mary therefore should not try to argue with Juanita.
 Mary should then indicate that while Juanita’s behaviour is
understandable, given her beliefs, if it is nonetheless unacceptable.
She should indicate that there can be serious problems if Juanita
Decides to follow a course of action like this. She would present Juanita
decides to follow a course of action like this.

SOULTION:
Mary should ask each employee for information on their job
duties, where they stand on projects, any particular problems they are
experiencing, and anything else they can tell Mary that would help her
supervise.

CONCLUSION:
Mary should follow the above given alternative to resolve the
issue in her job.
 LIGHTING A FIRE
INTRODUCTION:
Allison Clark was a reluctant supervisor. Allison was white and
all three of her staff were female minority employees. In Allison’s view,
Lenora was just a “lump” with little personality, poor communication
skills, and little involvement with her co-workers. After a three month
orientation period, Allison wanted Lenora to learn some other tasks so
that she could backup the other secretaries in the unit.
Three weeks after his meeting with Lenora, one of the other
secretaries complained to Allison that Lenora was not helping out on a
major project. In fact, the secretary had asked Lenora for help on
several occasions. At one point, Lenora outright refused.
STATEMENT OF THE PROBLEM:
Lenora is not performing at the minimal acceptable level,
specifically in terms of contributing to the production in the office.
Lenora’s continued poor performance is a result of insufficient
supervisory and organizational attention, as well as of inadequate
internal motivation on her part.

ALTERNATIVES:
 Lenora needs a very directive manner of supervision. Standards
need to be specified and her performance closely watched. The
cross-training she receives should require her demonstrate skills.
 Lenora needs to understand that her future job evaluation will be
tied directly to her job performance. Finally, Allison and Ted should
Should be ready to take on the union if termination seems warranted.
 Allison should note to Lenora that refusal to comply is
insubordination and could be grounds for Personnel to take
immediate and serve actions.
 This conversation should be documented as part of a disciplinary
proceeding.

SOLUTION:
Allison should call Lenora into the office with her and Wilma.
Allison should indicate that Wilma is authorized to give work
assignments to her whenever the workload demands it. Allison should
have Wilma reissue the directive, then ask Lenora if she will comply
fully with it.
CONCLUSION:
Poor employee performance is caused by a supervisory
problem when an employee is not handled well by the supervisors . It
is caused by a motivational problem when the employee does not
expend sufficient energy to satisfactorily meet the performance
standards of his or her work.
 LOOK OUT AHEAD

INTRODUCTION:
Tom Miller moved to the head the Administrative Services
Division of Genco after 20 years of experience managing procurement
and logistics in the military. In his new position, he was responsible for
purchasing, document storage and the mail room.
Tom’s frustration with Rodney’s poor planning skills was coming
to a head during the current system conversion now underway at
Genco. The new system promised a drastic reduction in the flow of
paper at Genco. The new system was scheduled to start with the new
budget that reflected a better workload and staffing plan.
STATEMENT OF THE PROBLEM:
The problem is more one of potential than fact. There is a
lack of management depth in his department, inadequate manpower
planning, fire-fighting and poor delegation practices, and a budget
that will apparently be insufficient.

ALTERNATIVES:
They need a planning skill, the focus of this coaching is on
manpower planning and budgeting.
 Assessing the impact of the system’s conversion on the mail room’s
workload.
 Converting that impact into manpower needs.
 Preparing a budget to reflect the revisions in manpower needs.
 Creating a personnel and organizational transition plan implement
the changes in staffing.
 Tom needs to make use that Rodney is working with his new
assistant manger effectively that is Rodney needs to turn over some
of his work to the assistant and work with that assistant to develop
his or her supervisory skills.

SOLUTION:
Tom can discuss these issues with Rodney in regular sessions
between the two. He can ask Rodney in regular sessions between the
two. He can ask Rodney to detail what is going on and then offer
feedback and suggestions. On occasion, Tom could have a casual talk
with the new assistant manager to learn his opinion on how tings are
going.
CONCLUSION:
Tom should also meet with Rodney to crystallize a management
backup. Tom should act deliberately to force the appointment of
someone as backup. He can follow the given steps to work with his
new assistant manager and can teach Rodney planning skills.