Case Study 2: New Restaurant Supervisor Fails to Communicate "I kind of liked Arjun when we worked together," said Sophie. "We both started about the same time, and we often cooked on the same shift." "I liked him too." replied Tom. "But I don't know how or why he became our supervisor overnight. I remember there was a posting for the position, and the next thing I knew, he was bossing us around." "I agree!" said Sophie. "I guess my biggest complaint about him relates to my performance evaluation. It was about two weeks after his promotion. He basically talked about all the changes he was going to make to improve things. He said he had to change how we worked in order to meet new performance standards. He didn't give any feedback about me at all." Now it was Tom's turn to express concern. "I've never heard a guest complain about our food, and now he's developing standard recipes that we have to use all the time-no exceptions! If we're not having problems, why change things? I get the feeling that either Arjun doesn't trust us, or he wants to throw his weight around and show he's in charge, just so he can get another promotion." Case Study 2: Discussion Questions 1. What is the responsibility of higher level managers to train Arjun for the supervision-specific activities and responsibilities he assumed with his promotion, such as conducting performance evaluations? What are basic topics that should be addressed in performance evaluation sessions? 2. What should Arjun communicate to Sophie and Tom about the need for using standard recipes in the restaurant, since they have not been used previously