Sense Of Tactfulness In John Tan's Meeting With Mark Oh

John Tan displayed his sense of tactfulness during his meeting with Mark Oh. Tactfulness is having the sharp sense of a situation that is difficult, and bearing the know-how in handling it. This is clearly shown by John’s reply to Mark’s request for a detailed plan. John was already aware of the issue on hand and has brought it up to Mark himself even before their meeting. John’s agreement to Mark’s suggestion could also mean that he was already thinking of a similar solution to tackle the problem. This was further supported by Wendy Tay who testified that John is someone who is able to “see beyond and ahead” and “makes decisions quickly and that are usually right”. The setting up of an office overseas is bound to have issues due to cultural
He showed how he fully understood the issue at hand and knew exactly what he needed to do. This is a strong display of belief in one’s own knowledge, skills and capabilities. By Mark’s own words, John “can overcome challenges” and “transform adversities into opportunities”. These personal characteristic is otherwise, in short, self-confidence. Self-confidence goes hand in hand with tactfulness, as someone who is tact is also one who knows that he will be able to carry out the task required to be done. Thus, self-confidence is an essential skill in setting up offices
The theory suggests that the motivations of people are determined by needs that can be arranged ascendingly and hierarchically. Self-actualization needs, the topmost need in the order, explains the need to realize one’s full potential and to grow as a person who is more competent. For one, this need is often realized through the advancement or growth within the company (Lim, Chua, Usa, & Richard, 2015). This need is evidently displayed by Matthew who found Allan’s promotion “totally unfair as I (Matthew) have worked in this company for over 15 years.”

Herzberg’s two-factor theory can also explain the low morale within Matthew’s team. The theory believes that the behaviors of employees are attributed to two dimensions. The concerned said dimension in this case is known as hygiene factors that address the lower-level needs such as working conditions. Employees will deem the conditions of their work to be ‘unhygienic’, thus not satisfying, if hygiene factors are not met (Lim, Chua, Usa, & Richard, 2015). This is strongly evident by the customer service team perception towards their jobs to be “less ‘glamourous’ and not as meaningful as the sales peoples’