Read the case study below.

Senior management decides that you will take over computer inventory monitoring and ordering from a co-worker, Tim. Your executive sits down to discuss this change with you and lets you know that this project has been splitting Tims time and they need him to spend more time focusing on his core job functions including planning a sales strategy for the next five years. Your executive mentions that Tim has been told this by his supervisor (another executive) but is not happy because he thinks he has been doing a good job of ordering and monitoring the inventory and he feels this is a demotion. Your executive notes this is not the case and there has been no title change or salary reductions for Tim, it is merely a shift in his job duties.

Two weeks go by and none of your emails to Tim on the subject have been answered. When you see him in the hallway and bring it up, he dodges the question or tells you hes too busy to meet at this time. Meanwhile, requests are coming in from managers on upgrading computers and other hardware for their staff and Tim forwards them to you, telling the managers that he is not in charge of ordering any longer. You know from other discussion with the director of finance, Margaret, that the budget for computer inventory sits with her, but that she and Tim sit down every six months and plan out what will be purchased or upgraded from the budget.

You are busy with other work yourself but are frustrated at the lack of communication with Tim and you are worried that orders may be falling through the cracks. You are also starting to get concerned that managers may go to your executive and tell them you are not taking charge of this project and they feel their requests are being ignored. Your emails to Tim are starting to get more and more snippy and your interactions with him around the workplace are uncomfortable and tinged with anger.

Using the handout - Problem Solving Techniques located in the Student Resource folder, answer each of the 7 questions on how you would resolve the situation above. For the mind storm section, you must come up with a minimum of four suggestions. Remember, mind storm solutions are not always positive.

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Read the case study below Senior management decides that you will take over computer inventory monitoring and ordering from a co-worker, Tim. Your executive sits down to discuss this change with you and lets you know that this project has been splitting Tim's time and they need him to spend more time focusing on his core job functions including planning a sales strategy for the next five years. Your executive mentions that Tim has been told this by his supervisor (another executive) but is not happy because he thinks he has been doing a good job of ordering and monitoring the inventory and he feels this is a demotion. Your executive notes this is not the case and there has been no title change or salary reductions for Tim, it is merely a shift in his job duties. Two weeks go by and none of your emails to Tim on the subject have been answered. When you see him in the hallway and bring it up, he dodges the question or tells you he's too busy to meet at this time. Meanwhile, requests are coming in from managers on upgrading computers and other hardware for their staff and Tim forwards them to you, telling the managers that he is not in charge of ordering any longer. You know from other discussion with the director of finance, Margaret, that the budget for computer inventory sits with her, but|| that she and Tim sit down every six months and plan out what will be purchased or upgraded from the budget. You are busy with other work yourself but are frustrated at the lack of communication with Tim and you are worried that orders may be falling through the cracks. You are also starting to get concerned that managers may go to your executive and tell them you are not taking charge of this project and they feel their requests are being ignored. Your emails to Tim are starting to get more and more snippy and your interactions with him around the workplace are uncomfortable and tinged with anger. Using the handout - Problem Solving Techniques located in the Student Resource folder, answer each of the 7 questions on how you would resolve the situation above. For the mind storm' section, you must come up with a minimum of four suggestions. Remember, mind storm solutions are not always positive. Action Plan: Identify who does what by when, where and how it is to be done and action it! Who What When Where How Evaluate how it went, learn from mistakes and revise action plan if necessary A] Describe the perceived problem as briefly as possible This is a case of "Change in roles and responsibility between tim and me. Since this job spilt was not gone down well with Tim (as he consider it as demotion) thus he is creating non-cooperation and creating hurdle for me in my roles and responsibility. B) Disengage your emotions from the problem and give objective facts relevant to the problem, give specific example il possible 1. Lack of communication 2. Non co-operation in Team meeting List all reasons and causes of the problem you can think of 1. Due to change in roles and responsibility Tin's Egois hurt thus he is behaving differently 2.Insecurity towards the job is causing this reaction from tim 6. Lack of Teamwork attitude is also evident DDescribe positively and concisely what you want at the end of outcome to be 1. Clearly chalk out the roles and responsibility between the team members and ensure they own their role wat company performance 2. Reduce job insecurity from Tim as this is the root cause which is causing all this type of reaction from him Conduct a periodical review meetings Monthly/ quarterly half yearly to align the staff towards company's budget targets and review possible action for course correction it Reeded Write down all risks and benefits associated with each solution Possible Risk Benefits Solution Chalk out Cause Sales team Roles and dissatisfaction get clear Responsibility among the performance among the staff who target and employees sivision do not accordingly Define KRAS & firectly KPIs to drive contribute perform sales and towards sales performance Conduct After the improves the managerial / completion of knowledge Behavioral raining staff base of improvement may switch job individual and program and move out they can among the key Contribute staffs more in the company as manager Conduct Managers may Managers Periodical propose start planning Review justify low and focus on Meetings Farget in order achieving the to achieve it targets easily Choose most appropriate solution taking into consideration the risks and benefits and write it below: Conducting periodical review would be the first step in setting up the tone for driving the sales and communicating among the employees about achieving the target. By conducting a review meeting at the performance related issued will be raised and sorted out on the table. This gives opportunity to Tim and me to settle the issue on table and move ahead and work together Rowandishimin they will The following problem-solving technique can help you be objective and systematic when dealing with difficult people and any kind of problem you want to solve: Describe the perceived problem as briefly as possible: Disengage your emotions from the problem and give objective facts relevant to the problem, give specific examples if possible: List all possible reasons and causes of the problem you can think of: This resource is offered free to readers of The Definitive Personal Assistant & Secretarial Handbook, published by Kogan Page, www.koganpage.com www.suefrance.com Email sue@suefrance.com Objective: describe positively and concisely what you want the end outcome to be: Be creative and 'mind storm' as many solutions as possible in the box below and include all points of view (some you may not agree with or like but you still have to consider them): Write down all risks and benefits associated with each solution: Possible solutions Risks Benefits Choose the most appropriate solution taking into consideration the risks and benefits and write it below: Identify who does what by when, where and how it is to be done and action it! Who What When Where How Evaluate how it went, learn from mistakes and revise action plan if necessary