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RESPONDING TO THE CASE

1. Analyze the communication between the lead supervisor, Sam Case, and the new supervisor in Section A, Paul Banks. What did Sam do wrong?

 

2. How could the problem have been prevented? In your answer discuss the requirement for active listening.

 

 

3. Discuss the barriers to effective communication. What should Sam and Paul learn from this experience that will make them better communicators and more effective supervisors?

 

 

Write a 1 to 2-page paper (at least one full page, no more than 2 full pages in total) responding to each question in case study indicated above. The student should include the actual questions he/she is answering in the body of the paper. In other words, write out the number and question in your response. Title pages are not required; however, the student's name and title of the case study must be at the top of the assignment. Students are expected to express their opinions and experiences related to the case study, as well as information learned from textbook reading and any other accessed references.

This assignment must be submitted here in the Assignments feature using an MS Word compatible or PDF digital (electronic format. Ass assignments should be double-spaced with 1" margins and use a standard 11- or 12-point font such as Ariel, Calibri, or Times New Roman.

 

Save your case study files using the following naming protocol:

Lastname_AssignmentName_Week#- Chapter# -# (WK#-# represents week number, followed by the chapter number, then the case number.) For example, my response to this week’s case study assignment would be named:  Riley_Communication Problems at Ozark Corporation_WK4-CH10A

Late case studies and other weekly assignments will be penalized 5 points per day beyond the due date.

Case Study #6 – Ch.10-A p. 277-278

 Communication Problems at Ozark Corporation

 

March is the busiest time of the year at Ozark Corporation. Thus, when the production line in Section A has trouble for the second time in a week, Sam Case decides he’d better get it straightened out immediately. As the lead supervisor, Sam is directly in charge of Sections A and B.

 

Sam calls in Paul Banks, the new supervisor in Section A.

 

Their conversation is as follows:

SAM: Paul, we seem to be having some problems in your section. The line has been down twice in the last three days. This is our busiest time of the year. We can’t afford to have recurring problems of this type. I want you to stop that quality-control project I have you working on, find out what the problem is out on the line, and get rid of it.

PAUL: Okay, I’ll get out there, find out what’s causing the problem, and get rid of it.

SAM: Fine.

 

A quick check of the line reveals that there was a problem with the automatic control unit. Paul checks and finds that it would take four hours to replace the unit. “If you put in a new one,” the maintenance man tells him, “you won’t have a problem with it for at least sixteen months. It’s up to you. I’ll do whatever you tell me.” Paul tells the man to replace the automatic control unit.

 

By late afternoon the new unit is installed and the line is operating at full speed. However, the next morning, after Sam receives the previous day’s production figures, he calls Paul in. “What happened in your section? I thought you were going to fix the problem.”

 

“I did,” Paul tells him. “The automatic control unit was giving us trouble, so I replaced it.”

 

Sam’s voice indicates that he is not happy with this decision. “You pulled the unit in the middle of a work-day? Why didn’t you wait until the shift was over and have the unit pulled then? You could have done preventive maintenance to get through the rest of the day. You gave up two hours of production time to replace a unit that could have waited for maintenance.”

 

Paul is shocked. He thought he had done the right thing. “Look, Sam,” he says, “you told me to get rid of

the problem and I did. You didn’t say anything about preventive maintenance or not stopping the line.”

 

Sam realizes that the discussion is beginning to get out of hand. “Look, let’s stand back and quietly discuss this matter.” With that, the two men start discussing the matter from the beginning.

 

 

 

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