Read the case study and answer the $2$ questions that follow:

I recently joined TechAdvance Innovations LLC $($TAI$)$ in a managerial role overseeing the production line responsible for assembling electronic components. TAI is a leading manufacturer of cutting$-$edge electronics primarily used in the automotive industry. My immediate supervisor, Emily, held the position of Operations Director within the company.

Upon entering the production floor, I noticed a palpable divide between the management and the assembly line workers. There was a visible lack of interaction between the two groups, with management confined to separate offices and meeting spaces, leading to a perception of exclusivity and hierarchy.

One of the assembly line supervisors, Sarah, had several contentious encounters with Emily. Instead of addressing issues face$-$to$-$face, Emily often resorted to written communication, which tended to be lengthy and intricate due to the complexity of instructions. This created a growing rift between management and the assembly line workers, fostering a sense of detachment and frustration among the latter.

During my rounds on the production floor, I encountered Mark, a skilled technician, visibly distressed. Sensing an opportunity to bridge the gap, I approached him, offering assistance. However, Mark remained reticent, aware of the established norms at TAI. Another technician, Lisa, remarked in frustration that management only cared about meeting deadlines, neglecting the well$-$being of the assembly line employees. My attempt to engage was met with skepticism, further highlighting the palpable disconnect.

As I delved deeper into understanding the dynamics, a newly hired engineer, David, pointed out the prevailing communication norms between management and employees, emphasizing the lack of dialogue and feedback channels. The stark separation was evident when I chose to have lunch in the common area, surprising my colleagues and prompting remarks that I had yet to grasp the company's norms.

Upon discussing an incident with Emily where she intended to commend Mark for his exceptional work, I realized that misinterpretations were rampant. Emily$$s attempts at recognition were misconstrued, emphasizing the perceptual errors prevailing within the organization.

In an effort to build rapport, I spent considerable time interacting with assembly line workers, attempting to comprehend their perspectives. Despite my efforts to refrain from authoritarian behavior, there were instances where the technical details shared by employees overwhelmed my understanding, necessitating a diligent note$-$taking process.

As I gradually integrated myself within the assembly line community, employees started opening up$,$ viewing me as a different breed of management, more receptive to their concerns.

After a few months, I had become a conduit for communication between various departments and the assembly line workers, owing to my ability to understand and relay information effectively.

During a conversation with Emily, I proposed acknowledging and promoting deserving assembly line employees to bridge the communication gap. However, my suggestion was met with a recommendation for training seminars, particularly for Mark, to enhance his managerial skills. When the news was relayed to Mark, he interpreted it as a lack of recognition for his efforts, leading to a sense of inadequacy and disillusionment.

Question A: What indications or signs in this scenario imply that an issue has occurred?

Question B: Elucidate the reasons behind these indications, drawing upon your understanding of perception and potential perceptual errors.