A case study analysis of the problems with supervision and management in the John Highfield Company and the Human Resources Strategies Branch.
Written in 2008; 2,087 words; 2 sources; MLA; $ 65.95
Paper Summary:
This paper analyzes the cases of the John Highfield Company and the Human Resources Strategies Branch. It specifically looks at the ways in which the employees in both cases were supervised and how this played an integral role in de-motivation in both cases. It compares the supervision in both cases and then illustrates theories of job satisfaction, communication and motivation in order to provide insight into how these different forms of supervision impacted the motivational levels of employees in both cases.
From the Paper:
"As noted above, job satisfaction can be impacted by communication to a significant degree, with higher levels of satisfaction evident when employees feel that they have "open lines of communication with their superiors" (Greenberg 174). This being said, however, "open lines" should not be confused with unlimited channels of communication. The structures of "formal communication" within an organization are usually defined by the "organizational chart" of the organization in which a worker communicates to her or his superior, to in turn communicates to their superior and so on. In most organizations, a clear delineation of lines-of-communication allow for easy of communication down as well as up. Moreover, if very high-ups create an atmosphere in which it is understood that lower level employees may report what they feel are serious problems, then this may compensate for any "bottlenecks" that may be created in an organization. In general, given the "MUM effect" and what we know of upward communication in an organization from communication theory, in most cases it is highly unlikely that lower level employees will abuse this opening by bombarding the higher level management with criticisms and irrelevant communications (Greenberg 260)."
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