QUESTION 4-Short Case Study (30 marks) Case Scenario: Morning Briefing Lisa is a supervisor working in Line CD-6 with 30 workers reporting to her. Her result oriented and autocratic style has impressed her section head since she joined the section. One Monday morning during the five minutes briefing, Lisa was giving instructions to her operators. She said all workers must work very hard to achieve the daily target regardless of problems they were facing at personal or work level. She warned them if they cannot meet the goal even once in the whole month, all of them will be penalized through their performance appraisal at the end of the year. During lunchtime in a cafeteria, Muthu, Seng Chai and few other members from the same team had just finished their lunch. They started expressing their unhappiness and commented on the briefing given by their supervisor, Lisa. Muthu felt that Lisa was pushing them too much and becoming very unreasonable towards them. Seng Chai added that there are many other factors for Lisa to consider but she doesn't seem to be doing so. He continued to say it is unfair to penalize the workers if the target is not achieved due to factors beyond their control. A few weeks later, Lisa noticed that Seng Chai and Muthu have been absent for several days without any acceptable reason. Furthermore, she was very upset, as the target she had been expecting had not been met on those days. (Adapted from How Effectiveness Affects Productivity developed by Ahmadi Masnono, Amin Arwani Razalli, Lee Hee Long, et al. as part of MBA course, USM 2001-02) Case Questions: 1. Describe the communication flow Lisa is practicing. Is it effective? Discuss. (15 marks) 2. Based on your observation from the above case, outline the communication barriers faced by Lisa with her operators. (8 marks) 3. Describe the benefit Lisa would get from the open communication and how? (7 marks)