Divisive Staff Bias Favoritism Small Term Paper

Pages: 7 (1810 words)  ·  Style: APA  ·  Bibliography Sources: 3  ·  File: .docx  ·  Topic: Business - Management

¶ … personal schedule to complete the project, that is, what factors did you consider in setting due dates or "milestones" for each portion of the project?

This project is geared towards improving relationships among incompatible staff members in a private, non-profit school for children with hearing loss. The school provides classes for pre-kindergarten to twelfth grades.

The staff members do not get along in some regards. Research concerning improving relationships among incompatible staff members would focus on:

finding the reasons for and ii. solutions to the divisiveness.

The school has eleven staff members, three of which are teaching assistants; there are five teachers, an Administrative Assistant, an Associate Director, and the Director/Founder.

The initial deadline will fall according to the course deadlines, on which date the final project will be submitted for presentation in the course room.

E. It is highly unlikely that the final outcome of research for this project will be submitted to the founder/director.

II. Describe the project in detail, who was involved, and the initial deadline

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A. Initially, my request for an interview with the founder was politely declined. That same day, she sent a memo by email to co-workers, asking if they would volunteer time to baby sit for the American Sign Language classes from 6:00 to 800 p.m. On Thursdays. She was desperately seeking help, as she had to cancel last week's class because there was no volunteer who offered to baby sit. In the memo she said the motive for babysitting was to help the parents help themselves. "Poor employee engagement is a growing problem for businesses around the world, and it is having a major impact on their bottom line" (Elmit, 2007).

i. I determined to put my problem solving-skills and creativity to use to help her solve her problem and to receive the help I needed.

Term Paper on Divisive Staff Bias Favoritism Small Number of Staff Assignment

A ii. I offered her my time to baby-sit every Thursday from 6:00 to 8:00 P.M., only if I was granted interview time with each staff member.

III. Describe how you set up your personal schedule to complete the project, that is, what factors did you consider in setting due dates or "milestones" for each portion of the project?

A. My personal schedule to complete the project depends on the availability of staff members to give interviews.

i. One may see them around the school campus on a daily basis from Monday through Friday.

A ii. Each week I plan to request one of the staff members for an hour of their time to meet for a one-on-one personal or group meeting interview.

a. This request may be done through email correspondence, b. The request may be made by finding and speaking to them in their offices.

B. Each interview should take no longer than an hour.

IV. Describe how you moderated the project.

A. Moderating this project may be difficult, because of alliances formed between staff members and fraternization in the workplace.

B. However, the project is geared towards an overall betterment of the workplace and each member of the staff will be assured of confidentiality.

C. Alliances may remain undisturbed.

D. The project will require my efforts and a discussion with each of the administrative staff.

V. Were there any changes in the original plan? If so, how did you adapt the plan and communicate it to others involved in the project? If not, to what do you attribute your "on-schedule, on-task" results?

Initially, I considered changing my approach.

However, I thought, because of the circumstances, that l would leave the initial plan in place and just change some of the details.

The overall plan appears workable and suits the "small-school" atmosphere.

Therefore there have been no changes in the original plan.

VI. Under what parameters did you set priorities? On reflection, were they appropriate?

Evaluation of different aspects of this project has been performed under several parameters.

Based on information gained from various people, information available through the interviews, and my observation of some of the conflicts, I believe that the most important priorities during the initial phase of this project are observation and interviewing various staff members at the times when such conflicts arise.

Explain any modifications to the plan made as you went along and the reasons for the modifications. Were you adaptable when the plan required revisions?

As the Director of Instructional Technology is not available at the workplace, I approached the Associate Director, as she is the one who makes all of the decisions with the Board's approval.

She answered all of my questions pertaining to planning educational technology needs, including the purchase of educational hardware, software, maintenance, training, and new facilities. Although I had to adapt to the circumstance of there being no Director of Instructional Technology, the person who can make the necessary decisions is the correct person for me to talk with, so I made the necessary changes in my paperwork, requesting an interview to talk with the Associate Director, then adjusting my time to meet with her.

VIII. How did you utilize subordinates effectively and appropriately? Did you delegate tasks and empower others? How?

It was not possible to utilize subordinates, as I have none at my workplace.

My workplace has all the details appropriate for hiring new staff members and keeping track of each employee's contracts.

Each position has tasks and duties listed for it. When there are two positions available at the same time, there are details outlining each position's separate tasks and duties.

Management hires personnel, giving details of their specific duties and tasks. If they wish to take the position, the staff member agrees to the contract by reading it and signing it.

In the beginning one person was training me and told me that I was to do this and that. As I was new and did not exactly know what to do, I followed her direction and worked hard.

The staff member in question, I noticed, just sat around during the After Care period while I was working. Eventually I felt something was not right about her not working while I was working.

A wondered if I should be requesting her to do some tasks. I am the After Care coordinator, even though she has been working here a long time. Because of this I initially trusted that she was right and I was wrong to expect anything more of her, but I began to wonder if she was taking advantage of me.

Problems continued to exist in this regard with staff members. While the staff member was sitting, I was continuing to do two jobs.

To find a solution to my problem, I revisited our contracts and discussed them with her. Now she is working in accordance to her contract and I am not physically weary by the end of the day. I found that in terms of contractual agreements based on required duties and tasks, we were able to work out our disagreements.

Now she is working in accordance to her contract and I am not physically wear.

Now she is working in accordance to her contract and I am not physically weary

IX. What problems and conflicts arose between people in the work group? How were they resolved?

A. As discussed above, there were several problems in sharing the work according to contract, and the sight of a half of a shiny (plastic) rain coast gave the author reason to believe there was hope for the project.

B. Some problems may apparently become resolved through discussing issues with staff members on receiving feedback, or informing a superior, who handles the matter.

C. However, when the initialize anger occurs and feelings are not resolved in a satisfactory manner for each person, there are residual consequences.

D. If there are outward resolutions to the problem, and anger is still felt, there are likely to be more conflicts in the future.

X. Give examples of how you utilized conceptual flexibility over the course of the project.

One should seek out several answers or solutions to problems and be able to change one's thinking to form new ways of solving these conflicts. Julia Payne, Managing Director at the Center for High Performance Development, says that one of the behaviors that denote successful leadership is "the ability to search information, form concepts and have conceptual flexibility" (Payne, 2007).

In this regard, though I attempted to gather information from the Director of Institutional Technology, I was not able to discuss my questions with the Director, for she was not available.

I had to someone else who might be able to help me discover solutions and develop a strategy. This person was the Associate Director. In this organization, the associate director has many responsibilities and did not have time to discuss the problems with me.

So I had to find other staff members; but they as well, were not available and the process of interviewing them was postponed.

In this regard, I was able to get around this problem by exchanging… [END OF PREVIEW] . . . READ MORE

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