Newcomers aren't welcome here
The “Newcomers Aren't Welcome Here” Case
CASE SUMMARY
Joe and Henry have worked for Bernie Jones (founder) at Temple Air Conditioning and Heating for over twenty years. The last fifteen of which, as a team in the installation division without any supervision. They have built a reputation for quality work and fast service for Temple, however they do not interact with the other installation teams nor have any desire to do so.
Joe & Henry have always had a good personal and professional relationship with Bernie, and felt betrayed when Bernie announced that a college educated person was being brought in to supervise the installation teams. Disillusioned by this surprise decision, Joe & Henry contemplate appropriate retaliatory action(s).
Problem Identification - Knowledge
The communication approach adopted by Bernie was informal and autocratic. His lack of consideration for the negative impact his choice of communication channel would have had on Joe and Henry, speaks to a top down or functional communication approach.
This choice is shown to have an alienating effect on both Joe and Henry, and the message of organisational growth is distorted by the interpersonal noise.
A formal organizational approach would have ensured focus on the communication objective and mitigated any opportunity for noise.
Problem Identification - Sensitivity
Bernie’s failure to engage his long standing employees, on the decision to hire the new resource, before the Monday meeting, resulted in Joe and Henry feeling hurt.
This insensitivity, has resulted in Joe and Henry focusing on the perceived trivialization of their interpersonal relationship shared with Bernie, as opposed to the possible benefits of having better qualified resources managing the business.
Without explanation of the business need, Joe and Henry remain ignorant of the changing requirements for business sustainability, and continue to believe their long years of service equate to efficient processes and
CASE SUMMARY
Joe and Henry have worked for Bernie Jones (founder) at Temple Air Conditioning and Heating for over twenty years. The last fifteen of which, as a team in the installation division without any supervision. They have built a reputation for quality work and fast service for Temple, however they do not interact with the other installation teams nor have any desire to do so.
Joe & Henry have always had a good personal and professional relationship with Bernie, and felt betrayed when Bernie announced that a college educated person was being brought in to supervise the installation teams. Disillusioned by this surprise decision, Joe & Henry contemplate appropriate retaliatory action(s).
Problem Identification - Knowledge
The communication approach adopted by Bernie was informal and autocratic. His lack of consideration for the negative impact his choice of communication channel would have had on Joe and Henry, speaks to a top down or functional communication approach.
This choice is shown to have an alienating effect on both Joe and Henry, and the message of organisational growth is distorted by the interpersonal noise.
A formal organizational approach would have ensured focus on the communication objective and mitigated any opportunity for noise.
Problem Identification - Sensitivity
Bernie’s failure to engage his long standing employees, on the decision to hire the new resource, before the Monday meeting, resulted in Joe and Henry feeling hurt.
This insensitivity, has resulted in Joe and Henry focusing on the perceived trivialization of their interpersonal relationship shared with Bernie, as opposed to the possible benefits of having better qualified resources managing the business.
Without explanation of the business need, Joe and Henry remain ignorant of the changing requirements for business sustainability, and continue to believe their long years of service equate to efficient processes and