BSAD 300 Assignment 2 F22 Memo Report Create a 1-3 page professional memo report to discuss the interaction between Mike and Ron. Be sure to use an appropriate memo heading (To, From, Date, Subject) Organize your writing by using at least three second-level headings (Review chapters 7-9 in the Hynes and Veltsos text for proper memo report format) Address the following in your memo report: 1) An introduction to your memo that describes the purpose of the memo report, a brief description of the reason for the memo report. 2) Analyze the SITUATION using the Strategic Model of Communication. (From Chapter Two, address the elements/layers that you believe had the greatest impact on the situation.) 3) Identify the principles of supportive communication were violated in statements 1-8 Present you analysis by identifying each sentence by NUMBER and describe the statements by naming the rule(s) (at least one) of supportive communication that was violated. Use bullets (or numbers) to make your report clear and organized. For example: In statement 1, Ron tells Mike that he is inferior. This is person-oriented communication because he makes Mike the problem, not his actions. Ron should have been problem-oriented by identifying the Mikes failure to send reports to the proper address. 4) Rewrite statement 1 to make it more supportive and effectively open the meeting. 5) Discuss two listening techniques that Ron could have used. (Use examples from Chapter 10 in the Hynes and Veltsos text). 6) If you were Rons manager, and you were going to counsel Ron in this interaction, explain two actions Ron should take to improve his relationship with Mike. Provide the feedback supportively. 7) Include a proper closing for your memo report.

Ron & Mike Supportive Communications Exercise RON DAVIS, the relatively new regional general manager of the machine tooling group at Parker Manufacturing, was visiting one of the plants. He graduated with his bachelor degree two years ago and was accepted in Parkers prestigious FEP or future executive program. Ron was recently assigned to the Midwestern region, covering four of Parkers most productive plants. At Parker, plant managers report to the regional general manager. The regional general manager reports to the Executive Vice President for Operations at the corporate headquarters. Ron has scheduled a meeting with MIKE LEONARD, the plant manager at the Cumberland Machining Facility. Mike has been with the plant for over 20 years. He was a high school football star at Cumberland Regional High School, before taking a job as an assembler at the plant. Over the last 20 years he worked his way up the ranks from team leader to shift supervisor, and to plant manager over 10 years ago. He is highly respected at his plant and his plant has won productivity awards three of the last four years for the region. The plant has gone through some tough times in the last 7 years, with two major restructuring, a scandal involving some sales associates and defense department kickbacks, and the sale of the company to Parker four years ago. Ron Davis knocks and walks into Mikes office and sits down. Mike is leaning back in his metal chair and 1) RON DAVIS, REGIONAL GENERAL MANAGER: Mike, Ive scheduled this meeting with you because Ive been reviewing performance data, and I wanted to give you some feedback. I know we havent talked face-to-face before, but I think its time we reviewed how youre doing. As you know we at Parker have high standards and Im afraid that some of the things I have to say are not very favorable. 2) MIKE LEONARD, PLANT MANAGER: Well, since youre the NEW boss, I guess Ill have to listen. Ive had meetings like this beforenew people who come in my plant and think THEY know whats going on. 3) RON DAVIS, REGIONAL GENERAL MANAGER: Look, Mike, I want this to be a two-way interchange. Im not here to read a verdict to you, and Im not here to tell you how to do your job. There are just some areas for improvement I want to review. 4) MIKE LEONARD, PLANT MANAGER: Okay, sure, Ive heard that before from people like youBut you called the meeting.Go ahead and lower the boom 5) RON DAVIS, REGIONAL GENERAL MANAGER: Well, Mike, I dont think this is lowering the boom. But there are several things you need to hear. One is what I noticed during the plant tour. I think youre too chummy with some of our female personnel. You knowone of them might take offense and level a sexual harassment suit against you. 6) MIKE LEONARD, PLANT MANAGER: Oh, come on! You havent been around this plant before; you dont know the informal, friendly relationships we have. The office staff and the women on the floor are flattered be a little attention now and then. 7) RON DAVIS, REGIONAL GENERAL MANAGER: That maybe so, but you need to be more careful. You may not be sensitive to whats going on with them. But that raises another thing I noticed- the appearance of your shop. You know how important it is in Parker to have a neat and clean shop. As I walked through this morning, I noticed that is wasnt as orderly and neat as I would like to see it. Having things in disarray reflects poorly on you, Mike. 8) MIKE LEONARD, PLANT MANAGER: Ill stack my plant up against any in Parker for neatness. You may have seen a few tools out of place because someone was just using them, but we take a lot of pride in our neatness. I dont see how you can say that things are disarray. Youve got no experience around here, so who are you to judge? 9) RON DAVIS, REGIONAL GENERAL MANAGER: Well, Im glad youre sensitive to the neatness issue. I just think you need to pay attention to it, thats all. But regarding neatness, I noticed that you dont dress like a plant manager. I think youre creating a substandard impression by not wearing a tie, for example. Casualness in dress can be used an as excuse for workers to come to work in really grubby attire. That may not be safe. Muss, 2021 10) MIKE LEONARD, PLANT MANAGER: Look, I dont agree with making a big separation between the managers and employees. But dressing like people out on the shop floor, come off it! You know, I think we eliminate a lot of barriers. Besides, I dont have the money to buy clothes that might get oil on them everyday. That seems pretty picky to me. 11) RON DAVIS, REGIONAL GENERAL MANAGER: I dont want them to seem picky, Mike. But I do feel strongly about the issues Ive mentioned. There are some things, though, that need to get corrected. One is the appearance of the reports you send in to division headquarters. There are often mistakes, misspellings, and I suspectsome wrong numbers. I wonder if you are paying attention to these reports.You seem to be reviewing them superficially. 12) MIKE LEONARD, PLANT MANAGER: If there is ONE thing we have is too much of, its reports. I could spend three-quarters of my time filling out report forms and generating data for some bean-counter in headquarters. We have reports coming out of our ears. Why dont you give us a chance to get our work done and eliminate all this paperwork? 13) RON DAVIS, REGIONAL GENERAL MANAGER: You know as well as I do, Mike that we carefully monitor our productivity, quality, and costs. You just need to get more serious about taking care of that part of your responsibility. 14) MIKE LEONARD, PLANT MANAGER: Okay, you know, Im just NOT going to fight about that. Its a losing battle for me. No one at headquarters will ever decrease their demand for reports. But, listen, Ron, I also have one question for you. 15) RON DAVIS, REGIONAL GENERAL MANAGER: Okay. Whats that? 16) MIKE LEONARD, PLANT MANAGER: Why dont YOU go find SOMEBODY ELSE to pick on? I need to get back to WORK Mike gets up and briskly walks passed Ron into the plant.