Please answer the multiple choice questions relating to case

Jack Taylor's Performance Appraisal Test Your Ability lo Evalale Jack's Performance ture-where he feels his skills will be belter utilized He does an excellent Job overall and enjoys assignments that have a chal- lenge and an opportunity for growth. Jack doesn't take criticism well, either from me or the other salespeople. He gets defensive. He is well liked, though, and has a good personality, which helps a great deal Jack occasionally will let minor problems upset him, but he usually will get back on track quickly. he task facing Bob Russell was one diat he pare for a performance appraisal with a salesper- son who had some problems that needed corrective action. One of the things dial made this appraisal especially hard was that the salesperson was ba- sically a very good employee. Bob was deter- mined to make this appraisal effective at improving, not necessarily disciplining, the sales- person. He started preparing for the afternoon's appraisal by looking at lite employment record of Jack Taylor. Jack joined the firm four years ago directly out of college. His appraisal as a trainee from his first manager spoke of him in very positive terms. Some of the things his manager said in the ap- praisal included dial "he is bright and eager to learn. He takes pride in doing a good job. How- ever, he docs need to mature somewhat. At this point he still needs periodic assurance and rec- ognition for his effort." Jack was promoted from trainee to senior salesperson after a year with die firm. His second sales manager also found him to be a good employee, but noted some areas that needed attention. Jack is imaginative and a bard worker, who normally exercises good judgment. He can be stubborn and difficult to change when be thinks lie is right. He seldom ad- mits error and prefers doing things his own way rather than following directions He recently turned down a promotion into the regional office, along with a substantial raise Jack did not feel this administrative assistant Job would hold sufficient chal- lenge or opportunity for growth. I hope to find him a suitable spot in the near fu- Jack was promoted to key account manager and transferred to Bob's district almost a year ago At the first meeting with Bob, Jack spoke or his plan to work toward an MBA degree in the eve- nings. Bob had, and still has, lugli hopes for Jack in the firm. However, yesterday Jack's actions made Bob realize dial Jack may need some help to achieve the goals he is capable of. Jack wasted the entire day working on an ac- count proposal incorrectly. He either Ignored or did not understand the instructions diat Bob had given him. His proposal was sound, but it vio- lated company procedures, and could not be done within the established budget. Jack was familiar with both the budget and procedures before starting work on the proposal. Now he will have to spend another day reworking die plan. Bob has already given Jack one appraisal. In that appraisal Bob noted that he was a good ad- ministrator, creative, prompt in meeting dead- lines, confident, and normally used good business judgment. However, Bob found that Jack was a little inflexible. He does not like to take sugges- tions and has a tendency to improvise. Bob diouglit die MBA courses might help liim broaden his outlook because he has excellent potential in his written summary of die appraisal, Bob wrote Jack ikes responsibility and takes the ini- tiative He is very bright and gets along with people well Jack bos a bard time viewing bis performance objectively, though. He responded nell when I told him that bis overall performance was good, bat be didn't seem enthusiastic about the con- strucHve criticism that I bad Bob got the feeling that Jack was not con- vinced of the reality or the degree of his short- comings. After reviewing Jack's past performance, Bob felt that it was time to gel to the task at hand and began preparing for how he was going to handle Jack's appraisal. He began to go over all the dc- tails and areas necessary to make this an effective L appraisal, one that would get Jack on the right I course and help him develop to his full potential. C. Questions Read tlie following situations and choose the appro- priate action that Bob Russell should take. 1. Before Bob sets his objectives and plans Jack's appraisal/counscling interview, he should a. Pick out only recent incidents or ex- amples to help him evaluate Jack's cur- rent performance. (His latest goof- yesterday-Is a good case in point.) b. Do research, but expand his review to cover the entire period since Jack's last appraisal interview. C. Do nothing. If he is not familiar with Jack's work, habits, and performance, he is not doing an effective management job. 2. The top-priority item in Bob's planning should be a. A review of the standards of perfor- mance for Jack's job. b. A review of Jack's job description, C. An interview with Jack's previous super- visor. 3. Bob's planning should cover the selection of an appropriate site in which to conduct the interview. Which would be best? a. His office. Rank has its privileges and there is no need for Bob to discard his role for this one occasion. b. Jack's office or work space. It is always a good Idea to meet one of your subordi- nates on his or her terms. C. A neutral office, conference room, or off- premises site 11. Bob's main objective for this appraisal/coun- seling Interview with Jack should be a. To let him know how he stands. h. To upgrade his performance. C. To solicit his ideas and viewpoint and improve the relationship. 5. The focal point of this interview must be a. Jack's rigid approach to problems and assignments (he fails to listen or heed advice, does things his way, etc.). b. Jack's future progress-how he can pre- pare himself for promotion Jack's job-how it can be improved, how Jack can become more effective. 6. Now that Bob has completed his planning, he is ready to begin the interview with Jack. Which of the following would be die best way for Bob to get started? a. Pick out something Jack has done well and compliment him on it. This will ap- peal to his ego, give him recognition, and put him in a receptive frame of mind. b. Explain that the purpose of this inter- view is to improve his effectiveness on the job. c. Encourage some small talk. This will let him vent his gripes and frustrations and help to loosen him up. 7. Assume that Bob has already discussed Jack's strong areas-pointing out where he has ex- ceeded the performance standards and assur- ing him that, overall, he is performing well. Now he would like to illuminate Jack's major weak areahis inconsistency in completing jobs as assigned. The best way to approach tilis would be to a. Pick out Jack's biggest flop and Ix-ar down on it. b. Ask Jack what he thinks his shortcom- ings are-get him to analyze his weak spots. c. Lay it on the line-show him where his performance deviates from the standard. 8. Jack tries to minimize the problem and pass it off lightly. Bob should a. Use the examples of substandard work