Re: Case Study: The Young Manager

[Guest guest]

Kovacek wrote:

>

> Here is the first in what will be an ongoing series of case studies for

> discussion in this forum. Enjoy.

> Who's the Boss?

> The Scenario

> Bill is an aide at Physical Therapy Clinic. He was hired

> eight years ago by Fred , the owner. Now Bill reports to May

> Mathews, the onsite supervisor at the Westview clinic. Fred's office and

> clinical practice is located at the Main Street clinic - one of seven in

> the company. May has been Bill's supervisor for one year now. May reports

> directly to Fred.

> Bill thinks he is a good aide. The patients that he works

> with like him alot. In fact they call him " Doc " . Several of the patients

> have told May that she is lucky to work for a boss as good as Bill. This

> infuriates May.

> Although Bill's clinical care is technically good, he

> often changes the treatments that the therapists request him to provide.

> When questioned, Bill says that he is just doing it the way Fred used to

> want it when Bill and Fred worked together.

> Bill also has a tardiness

> problem. He has been late for work at least 6 times each of the past 7

> months. The therapists are losing confidence in Bill and often ask the

> other aides to do what Bill should do. Sometimes the therapist just do it

> themselves to make sure that the treatments get done correctly.

> The Crisis

> Yesterday, Bill was found to be absent from the clinic in the middle of the

> afternoon for 45 minutes while the rest of the staff covered and many

> patients waited. May was very angry when Bill returned.

> When May questioned

> Bill as to his whereabouts, Bill said that one of " his " patients, Mr.

> , wasn't feeling well. Since everyone else was so busy, Bill chose not

> to bother them to say that he drove Mr. home. " It just took a little

> longer than I thought it would. Don't get upset, Fred and I used to do that

> all the time. Gotta serve the patient, don't you? "

> May informed Bill that

> what he did was against company policy and showed very poor judgement. May

> suspended Bill immediately pending a formal review. By the time Bill

> finally left the situation had escalated to a shouting match. Bill's final

> words were loud enough for the entire clinic, staff and patients included,

> to hear. " You don't get it. Fred wants us to take good care of the

> patients. I was just doing what Fred wants. When He hears about this YOU

> will be the one suspended - not me. I've was here before you and I'll be

> here long after you are gone. Just wait until Fred hears that you don't

> want us to take care of the patients "

> May was still feeling angry when she

> finally got time to call Fred to tell him of the situation at the end of

> the day. " I've been waiting for your call " , Fred said. " Bill called me all

> upset about you firing him for being kind to a patient. What the hell

> happened? "

> May explained the situation to Fred. After a lengthy explanation

> of the whole story, May told Fred that she did not feel she could work with

> Bill anymore and wanted him transferred or fired. There was a long silence

> on the phone as Fred began to speak. " May, I think you reacted harshly. You

> misread the situation and let your emotions run away with you. Now I know

> that sometimes happens, even to men, but I can't let it expose this company

> to a lawsuit. Bill stays. You will need to call him and apologize. Do what

> you have to do. Work it out. Use your charm. You can get him back. "

> May

> could not believe what she was hearing. She could not think of a single

> thing to say as she heard Fred close. " Let's get this behind us. I don't

> want to hear anymore about this. I plan to forget it ever happened. You are

> a good manager. You just made a mistake. Fix it and we never need to

> mention it again. "

>

> Questions to be discussed

> 1. Now what?

I think May's immediate suspension of Bill was incorrect, and could

indeed lead to a possible lawsuit. I believe it would have been more

appropropriate to meet with Bill, go over his job description, point out

where he was not meeting the requirements, and ask what he will do to

correct the problems. She will still need to do this, I think. Bill

cannot be dismissed or moved as a result of this suspension, and,

indeed, the very fact that he was suspended without a prior verbal

warning could result in monetary damages being awarded (embarassment,

etc.) Perhaps May *and* Fred should meet with Bill.

In order for May and Fred to meet with Bill, May and Fred will need to

work out a plan first, and also deal with some separate issues. For

example, the comment that " that sometimes happens, even to men.. "

clearly is unacceptable. I can't tell from the scenario above whether

Fred & may have a good working relationship.

I *think* a better scenario would have been for May to meet with Bill,

discuss the problems, ask for a solution, and write a summary of the

meeting. Then she should meet with Fred to discuss the consequences

should Bill fail to meet the expectation she and May have agreed upon.

>

> 2. Is this situation resolvable?

Yes, theoretically. Let's hope so, or it may cost some money!

> 3. List the problems in May's work situation.

I think I included most of them above, but will briefly summarize:

lack of agreement between Fred & May; failure to discuss and work

out a plan before the situation " blew up "

gender bias by Fred toward May

incorrect handling of problem employee by May

possible legal action

no education of problem employee by May as to different conditions,

expectations, etc. (how would he know things were different now?)

>

> 4. Can Bill come back?

Yes!

> 5. Can May continue with Fred as her boss?

Yes, unless he fires *her* for doing her job incorrectly. After all,

she is the manager and she did not follow appropriate procedure.

> 6. What should May do first?

Meet with Fred

> 7. When would you expect improvements to occur?

Immediately (days).

That's off the top of my head - if I looked in my books I could have the

sequence of actions more exact (I hope!).

Sandy Curwin

curwin@...

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[Guest guest]

Sandy,

The top of your head is better than mine it seems. Great post - Thanks.

At 03:34 PM 6/19/98 +0100, you wrote:

> Kovacek wrote:

>>

>> Here is the first in what will be an ongoing series of case studies for

>> discussion in this forum. Enjoy.

>> Who's the Boss?

>> The Scenario

>> Bill is an aide at Physical Therapy Clinic. He was hired

>> eight years ago by Fred , the owner. Now Bill reports to May

>> Mathews, the onsite supervisor at the Westview clinic. Fred's office and

>> clinical practice is located at the Main Street clinic - one of seven in

>> the company. May has been Bill's supervisor for one year now. May reports

>> directly to Fred.

>> Bill thinks he is a good aide. The patients that he works

>> with like him alot. In fact they call him " Doc " . Several of the patients

>> have told May that she is lucky to work for a boss as good as Bill. This

>> infuriates May.

>> Although Bill's clinical care is technically good, he

>> often changes the treatments that the therapists request him to provide.

>> When questioned, Bill says that he is just doing it the way Fred used to

>> want it when Bill and Fred worked together.

>> Bill also has a tardiness

>> problem. He has been late for work at least 6 times each of the past 7

>> months. The therapists are losing confidence in Bill and often ask the

>> other aides to do what Bill should do. Sometimes the therapist just do it

>> themselves to make sure that the treatments get done correctly.

>> The Crisis

>> Yesterday, Bill was found to be absent from the clinic in the middle of the

>> afternoon for 45 minutes while the rest of the staff covered and many

>> patients waited. May was very angry when Bill returned.

>> When May questioned

>> Bill as to his whereabouts, Bill said that one of " his " patients, Mr.

>> , wasn't feeling well. Since everyone else was so busy, Bill chose not

>> to bother them to say that he drove Mr. home. " It just took a little

>> longer than I thought it would. Don't get upset, Fred and I used to do that

>> all the time. Gotta serve the patient, don't you? "

>> May informed Bill that

>> what he did was against company policy and showed very poor judgement. May

>> suspended Bill immediately pending a formal review. By the time Bill

>> finally left the situation had escalated to a shouting match. Bill's final

>> words were loud enough for the entire clinic, staff and patients included,

>> to hear. " You don't get it. Fred wants us to take good care of the

>> patients. I was just doing what Fred wants. When He hears about this YOU

>> will be the one suspended - not me. I've was here before you and I'll be

>> here long after you are gone. Just wait until Fred hears that you don't

>> want us to take care of the patients "

>> May was still feeling angry when she

>> finally got time to call Fred to tell him of the situation at the end of

>> the day. " I've been waiting for your call " , Fred said. " Bill called me all

>> upset about you firing him for being kind to a patient. What the hell

>> happened? "

>> May explained the situation to Fred. After a lengthy explanation

>> of the whole story, May told Fred that she did not feel she could work with

>> Bill anymore and wanted him transferred or fired. There was a long silence

>> on the phone as Fred began to speak. " May, I think you reacted harshly.

You

>> misread the situation and let your emotions run away with you. Now I know

>> that sometimes happens, even to men, but I can't let it expose this company

>> to a lawsuit. Bill stays. You will need to call him and apologize. Do what

>> you have to do. Work it out. Use your charm. You can get him back. "

>> May

>> could not believe what she was hearing. She could not think of a single

>> thing to say as she heard Fred close. " Let's get this behind us. I don't

>> want to hear anymore about this. I plan to forget it ever happened. You are

>> a good manager. You just made a mistake. Fix it and we never need to

>> mention it again. "

>>

>> Questions to be discussed

>> 1. Now what?

> I think May's immediate suspension of Bill was incorrect, and could

>indeed lead to a possible lawsuit. I believe it would have been more

>appropropriate to meet with Bill, go over his job description, point out

>where he was not meeting the requirements, and ask what he will do to

>correct the problems. She will still need to do this, I think. Bill

>cannot be dismissed or moved as a result of this suspension, and,

>indeed, the very fact that he was suspended without a prior verbal

>warning could result in monetary damages being awarded (embarassment,

>etc.) Perhaps May *and* Fred should meet with Bill.

>

> In order for May and Fred to meet with Bill, May and Fred will need to

>work out a plan first, and also deal with some separate issues. For

>example, the comment that " that sometimes happens, even to men.. "

>clearly is unacceptable. I can't tell from the scenario above whether

>Fred & may have a good working relationship.

>

> I *think* a better scenario would have been for May to meet with Bill,

>discuss the problems, ask for a solution, and write a summary of the

>meeting. Then she should meet with Fred to discuss the consequences

>should Bill fail to meet the expectation she and May have agreed upon.

>>

>> 2. Is this situation resolvable?

> Yes, theoretically. Let's hope so, or it may cost some money!

>

>> 3. List the problems in May's work situation.

> I think I included most of them above, but will briefly summarize:

> lack of agreement between Fred & May; failure to discuss and work

>out a plan before the situation " blew up "

> gender bias by Fred toward May

> incorrect handling of problem employee by May

> possible legal action

> no education of problem employee by May as to different conditions,

>expectations, etc. (how would he know things were different now?)

>>

>> 4. Can Bill come back?

> Yes!

>> 5. Can May continue with Fred as her boss?

> Yes, unless he fires *her* for doing her job incorrectly. After all,

>she is the manager and she did not follow appropriate procedure.

>

>> 6. What should May do first?

> Meet with Fred

>> 7. When would you expect improvements to occur?

> Immediately (days).

>

>

>That's off the top of my head - if I looked in my books I could have the

>sequence of actions more exact (I hope!).

>

>Sandy Curwin

>curwin@...

>

>

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>Read this list on the Web at http://www.FindMail.com/list/ptmanager/

>To unsubscribe, email to ptmanager-unsubscribe@...

>To subscribe, email to ptmanager-subscribe@...

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>Start a FREE E-Mail List at http://makelist.com !

>

R. Kovacek, MSA, PT

KovacekManagementServices, Inc.

The FOCUS Group, Inc.

20225 Danbury Lane

Harper Woods, MI 48225

Fax

Email Pkovacek@...

<http://www.theFOCUSgroup.net>

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