Problem

JOYCE WHEATS PROBLEM:

Joyce Wheat was quite pleased when she graduated from Florida Atlantic University with a degree in health care management. While pursuing her degree, she had been employed by a regional retirement community management company as an environmental services employee. She was a very efficient worker and had been promised an opportunity to move into management upon completion of her degree. After graduation, Joyce entered the rapidly growing companys management training program. From there, she was placed in a much busier facility in Jacksonville as an assistant manager. As an achievement-oriented person, Joyce saw this as the first step toward her long-range goal of becoming an environmental services manager and eventually holding the title of regional manager.

In her position as assistant manager, things went well. Wheat was familiar with all operations, and she practiced close supervision, stayed on top of things, and really stressed high production and friendly service. Approximately one year later, she was promoted to manager at another busier location that was one of the top five most efficient and profitable locations within the company. In fact, the previous manager had been promoted to regional manager and was Wheats boss.

At this stage of her career, Joyce was well ahead of schedule in her long-range program of becoming a regional manager. She had anticipated spending a minimum of two to three years as an assistant before having an opportunity to advance to manager, but the company was growing so rapidly that new managers were in demand. Her next career objective of becoming a regional manager seemed well within reach, because the industry and company were growing at a rapid rate.

Joyce surmised that what had worked for her as an assistant manager would also work for her as a manager. She was not really concerned that the assistant manager and five supervisors who would be reporting to her were older and more experienced. After all, results were what counted. At her first meeting, she stressed her high expectations and set as an objective to increase productivity by 10 percent in three months. The yearly objective was to be 20 percent. Joyce expected excellent ratings for all her staff by the residents. She indicated that she believed strongly in the management principle of follow-up. Not only would she be closely following up on their work, but she would also expect them to do the same with their employees.

Two months later, overall productivity at her facility was down by 7 percent, and staff ratings had dropped to average. Wheat was beginning to worry. It seemed that the more she stressed excellence, increased productivity, and efficiency and tried to follow delegated assignments closely, the more resistance she encountered. Although the resistance was not open, it was definitely present. In fact, she sensed hostility even from the night shift, a group with which she had always been close.

At the end of three months, productivity was down by 10 percent, and staff evaluations were the worst they had ever been.

Answer the following questions: 1. What is the problem and what are the critical issues involved? 2. Why does this problem exist in organizations? 3. What would you recommend as a solution to this problem? 4. Would you take Joyce off the job? 5. If you were Joyces manager, and you decided to keep her on the job, how would you counsel her? Describe your specific recommendations and what action plans you would put in place to help Joyce become more effective? 6. Share your views with your group.