You are Big Boss, a new supervisor in a large organization. You supervise two units–Money Unit (MU) and
Processing Unit (PU). Each unit is managed by a Director, who reports to you. Both Directors have been with
the organization for along time and are highly skilled in the technical requirements of their jobs.
MU must provide data and information in a specific sequence to PU in order for PU to update accounts and
complete the customer service or request. The units are deadline driven and it is critical that information be
timely exchanged in order to serve the customer; failure to do so results in customer complaints and
inefficiency. Units are under tremendous pressure to manage a large work volume and efficient staff
interactions are critical. The organizational goals are to process customer requests within 2 days or less.
You are contacted by a staff employee from MU. She expresses concerns about the job performance of a
colleague in MU, Josie, stating that Josie refers to peers in MU and PU as “bitch” and “stupid”, sometimes in
front of customers. Josie is not timely in relaying needed information, causing extra work for peers in MU and
PU, and customers have complained about the delay in service. The staff employee doubts MU Director’s
ability to deal with the situation because it has been going on for a long time. Despite previous, similar
complaints, nothing changes and the staff employee asserts that Josie is disruptive to business.
1) are goals of the individual employees, MU and PU aligned with the organization? 1a) describe the evidence
that supports your response to #1. 1b) how do goals become misaligned? State the overarching reason for
goal misalignment and cite from Human Resource Management Core Concepts book. 1c) what actions realign
goals? Cite from HRM Core Concepts
2) assuming it is confirmed that the colleague is name calling in the workplace what should Big Boss do to
address this situation?
3) describe what actions you recommend with regard to the MU Director, if any.