Purpose The goal here is to explore the managerial task of giving performance feedback to employees; to consider how to make feedback useful, especially across cultures, and to practice the skills of giving helpful feedback. Instructions This year your company, after careful consideration, has instituted a 360-degree feedback performance evaluation system. It was agreed that one of your jobs as a manager would be to meet with each employee individually to go over his or her results. You are about to meet with Chris Damone, a line supervisor who has been with the company for seven years. A review of Chris's past performance evaluations indicates an employee who has been reliable and has had above-average productivity results. Results from Chris's 360, however, have a definitely negative consistency, i.e., he avoids trying new ideas, uses coercion with peers and subordinates, doesn't listen well, ignores feedback, often fails to return phone calls or other inquiries, blames mistakes on others or tries to cover them up, and is often unavailable when questions arise. In addition to this feedback, you are aware that Chris has been an outspoken opponent of the company's affirmative action policy and was particularly angry to have been passed over for a recent promotion in favor of a minority employee. Part A: Evaluation of Americans Prepare an action plan regarding this situation that will help Chris improve his performance. Consider some or all of these questions as you work on your plan: 1. What should the manager do differently, if anything, to clearly present the problems with Chris's behavior? Did the manager check frequently with Chris to be sure that the message being sent was the one being received? 2. Will Chris and the manager be able to listen to one another without becoming confrontational or defensive? 3. Are the goals of the action plan clear and helpful? 4. How should the manager proceed as the goals set with Chris are met or fail to be met