first single case Colleen exulted As she completed the last appendix of the last-minute request on Friday, she was anxious to start the weekend, as she and her roommate had planned a beach holiday. She saved an interactive PDF, which she linked with eighteen attachments, and attached the nineteen in an email to her boss. Coleen pressed the send button and then logged out of the computer, and hurried out of the office to catch the bus heading to the residential neighborhood, where if she didn't catch up, she would have to wait about half an hour for the next bus to arrive, jumped on the bus, opened her wallet and turned off her phone The remaining battery charge was low. This is in order to conserve the battery. And she went to meet her companion in a restaurant in the residential neighborhood. At the same moment, Colin's manager was opening the email he had already received from Colin, and when he downloaded the files, a message appeared indicating an error, which led to the corruption of six files during the electronic transfer process. The manager called Colin in the office, but the call relayed automatically on voicemail. He called on her cell phone but heard a familiar message saying the recipient couldn't receive calls. The manager emailed her hoping she was somehow there, but to no avail. Panic quickly spread that the report had to be delivered at a meeting in an hour, and that the other four district managers would be present at that meeting. questions: 1- What mistakes did Colin, and also her manager, make?? 2- Do you see that there are results of the failure in the electronic transfer of the six files? 3- What plan do you suggest Colin's manager do in an hour? 4- How can problems like this one be avoided in this scenario: (a) By Colin. (B) Through Colin Director. (c) through the company's policies?

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second case: Maintaining the theme of the meeting

The data processing department of Waith Manufacturing was to implement the new computerized production information system in the new Madison plant. The project was divided into two parts: the first was the installation of a new computer network in the factory, and the development of new database programs, and the second was linking the factory's network with the company's network, so that all departments could access production reports. Alonzo Mendoza was the system analyst in charge of developing and implementing the project, Janet DeLaura was a lead programmer under Mendoza, working on the factory side of the project, and Bill Saying was another programmer in charge of the web, Mendoza organized a series of weekly status meetings with DeLaura DeLaura and Synge to ensure that the project proceeds as scheduled and to allow discussion of critical issues. A month before the project was due to be implemented, Mendoza called a special meeting to develop the actual series of tasks needed to transform the final system. During this meeting, Mendoza identified the main tasks relating to the entire project, which were to be undertaken on that last day. Then he solicited input from DeLaura and Synge. DeLaura spoke at once and began to talk about the many new problems that had emerged on her side of the project. Mendoza interrupted her, saying that those problems would be discussed in a regular situation meeting, since this meeting was called to develop only the final conversation tasks. Delaura became annoyed and was silent for a few minutes. Saying said he had a few items to add to the list of conversations and represented the first two tasks. Then he said that the last task he mentioned during the current problem he was facing in the program, then Mendoza replied that only diversion tasks would be discussed in this meeting . Neither Delaura nor Saeng had much to say for the remainder of the meeting.

Questions:

1- What would you do to keep the meeting on the right topic?

2- What technique might Mendoza use to avoid interfering with the flow of ideas?

3- What could DeLaura and Synge do to improve communication?