Earlier, Leskey had indicated that certain behaviour was epected from management, and

therefore from me$.$ I regeoned that I do not think that this behwvour works, and besides it is

not what I believe or how I care to behave. For the nort couple of monthe, I simply walked

around the floor and took every opportunity to talk to the shop floor employees. Otten,

when the employees related specific informution about their workplaces, I felt that it went

over my head. Frequently, I had to write down the informution and reviait it later. I made a

point of listening to them, identifying where they were coming from, and trying to

understand them. I noeded to keep my mind open to new ideac. Becruee the shop

employees epected me to make requests and demandz, I made a point of not doing any of

that. Soon enough, the employees became friendly, and started to accept me as one of their

own, or at least as a different type of a management person.

During my third month of work, the employees showed me how to improve the schoduling

of joba, espodally those on the aluminum slitter. In fact, the greatest contribution was made

by John who demonetrated better ways to combine the most common alinting saber, and

reduce waste by retaining some of the "commonalasd" material for new orders. Secing the

opportunity, I programmed a spreadahest to caloulate and track imemtory. This, in addition

to better planning and foreasting, allowed us to reduce our new order turnaround from

four to five woeks to in by $10$ a$.$m$.$ out by $5$ p$.$m$.$ on the same dyy$.$

By the time I had been employed for four monthe, I realiased that members from other

departments were coming to me and asking me to relay mesages to the shop employees.

When I acked why they were delegating this task to me$,$ they stated that I spoke the same

languse as the shop employees. Increasingly, I became the messenger for the offloe to:

floor shop communication.

One morning George called me into h$$ office and complimented me on the levela of

oustomer servioe and the improvements that have boen achieved. As we talked, I

mentionod that we could not have done it without John's help. $"$He really knows his stuff,

and he is good," I sald. I suggested that we conalder him for some type of a promotion. Also,

I hoped that this would be a positive gesture that would improve the communication

between the office and shop floor. George turned and pulled a fiyer out of his desk; "Here is

a management skills seminar. Do you think we should send John to it$?"$

'That is a great ides," I exdaimed, "Perhaps it would be good if he were to receive the news

from you direatly, George." George agreed, and atter disouking some other ksues, we

parted compary.

That afternoon, John came into my office, upeet and resdy to quit. "After all my effort and

work, you guys are sending me for training seminars. So$,$ am I not good enough for you

folks?

What symptoms in this case suggest that something has gone wrong?

Explain the cuzes for these symptome uaing your knowledze of peroeption and

perceptusl errors.