What Do You Mean I M Not Getting A Raise Summary

For Jane Jackson in “What Do You Mean I’m Not Getting A Raise,” the decision was not wise to keep her three shift managers out of the loop. She needed to show the sensitivity in this case about how wage freezes affect people’s lives — an issue your employees must be up-to-date on and not blasted in sudden manner. It led to speculation among workers, attempting to come up with reasonings. “Numerous workers believed management intended to consider layoffs again at the end of the six-month freeze period … Jane could not understand how all this confusion was possible. After all, everyone got exactly the same message,” the case study read. Yet, Jackson failed to disrupt any rumblings and make sure to eliminate doubts in the company’s plan. There
was not input on the situation before her announcement, and no output from Jackson to leave everyone stable in the mind. Aside from sensitivity, Jackson failed to show skills in communication. Clearly, she did not communicate well, if her message left employees confused and questioning the organization. In communication, shared realities — shared common goals and interests — are a critical tool in gaining trust, bond and and unity. Jackson lost the aspect of relating her realities when she simply read off an announcement press release. This needed to be done with sensitivity, with care, by using interpersonal thoughts. Jackson instead seemed cold and straight forward, reading just a release and then having separate shift managers spread her message and receive reactions. Looking back, a strong route for Jackson could have been to inform the shift managers first, ahead of the official announcement, and thoroughly analyzing the plan to freeze wages. Then, Jackson’s shift managers could have floated the possibility to each other and discuss ay possible pitfalls to the policy. In all, Jackson needed to show more compassion. This could be done through words — or actions. In this case, Jackson needed to both: Acquire knowledge about her employees to ensure the reaction to the policy would go over with a level of acceptance. And then use a sensitive tone, not simply go on and on from a sheet of paper. Instead, show knowledge, show you are receptive to hearing reactions from your employees and open to their ideas. “By showing the knowledge and shared reality, Jackson could have had a more successful meeting — not one in which confusion and angst existed among her employees.