Reference no: EM133560425

Case Study: The writer has been hired by Aluminum Elements Corp. (disguised name of an actual company) as a manager in charge of customer service, logistics and some purchasing. In this position he reported directly to George. The writer noticed that there was almost no communication between the floor and the office employees. Management used different washrooms, separate lunchrooms, and was often perceived as demanding by shop floor personnel. The writer, by walking around, talking to floor employees, and showing interest in them managed to get the trust of the shop employees. Soon the author became a go-between for the office and shop employees. John, who often engaged in conflicts with George, was a crucial shop employee helping the writer reduce delivery order times from four to five weeks to less than one day in most cases. Both George and the author, recognizing the contribution John has made, decided to promote John to a management position. When George asked John if he is interested in attending a management skills seminar, John came into the writers office upset and ready to quit.

Questions: Consider the following:

1. What symptoms in this case suggest that something has gone wrong?
2. Explain the causes of these symptoms using your knowledge of self-concept and perceptions
3. concepts and theories. Analyze the case facts separately for each theory and refer to the
4. symptom(s) that the theory explains from the facts.
5. What would you recommend to the manager and company overall to improve the situation (reduce
6. or remove the symptoms) in the future? Provide recommendations for both immediate and longer-term actions.