Susan Layton and Nisha Devi each supervise twenty clerks at the head office of a large insurance company. The clerks perform routine tasks such as filing, word processing, setting up data bases, and general office duties. Susan and Nisha rotate on a weekly basis between the two groups of twenty clerks. These two supervisors have been experiencing problems over the last few months because of their sharply different views on how their clerical staff should be managed.

Susan Layton feels that jobs of the clerical type result in boredom and job dissatisfaction for the people doing them. In her view, it is important to prevent the errors that would invariably occur because of the lack of attention paid to the job. Accordingly, she has instituted numerous checks on the work of the clerks, and has required that each do a carefully designed function. If an employee commits a specific number of errors during one shift the employee is reprimanded and a letter goes in his/her human resources file. These letters are taken into account when it is time for a raise. Susan doesn’t coordinate her supervisory responsibilities with Nisha very well. If she has something to tell Nisha she will e-mail her. She does not feel comfortable talking face to face with Nisha because Nisha has an accent and Susan doesn’t always understand her. Susan feels that she and Nisha have nothing in common.

Nisha Devi agrees that the work at times may cause boredom and dissatisfaction. However, she feels the way to reduce the negative impact of this is to increase the decision-making scope of the jobs. Accordingly, she allows the clerks she supervises to decide among themselves how the total work load is going to be divided. The only specific requirement is that productivity objectives set out by higher management be achieved. When the team meets their weekly objectives Nisha lets them leave early on Friday afternoons. Nisha is the type of employee who will help out others whenever she is asked. Sometimes she is asked to cover for other supervisors when they are away and she gladly agrees.

Susan feels that Nisha is not strict enough when she is the Supervisor and criticizes her supervisory skills to anyone who will listen. Recently Susan complained to their Manager, Mary Marsh about Nisha’s behaviour. In response to the complaint, Mary scheduled a meeting with Susan and Nisha. During this meeting they discussed the problem and how it should be addressed. Susan became very heated during the discussion. Susan insisted that she knows the employees well and that they should be watched and controlled at all times. She was not going to change her style and that was all there was to it. Nisha was very calm when she expressed her point of view. She said that she didn’t really want to change her style of management either but felt that they should discuss the situation and try to come up with a solution. With those words Susan jumped up and walked out saying she was too busy to sit around and discuss the issue and she was going to continue to supervise her way.

You are an Organizational Behaviour Consultant called in to look at the situation. You decide to start off by talking to some employees. The following is a summary of your discussion with the employees.

Amanda: “Well, lately we’ve been putting in a lot of overtime, and Susan seems to think that we should always appreciate the opportunity to come to work and make more money. After a while, though our families begin to suffer, not to mention our backs and shoulders. The extra money’s OK, but most of the time it’s not worth it. I’ve been working part time on my accounting diploma through night school and the overtime is preventing me from keeping up with my studies. I don’t want to risk my dean’s honours standing. I have discussed my concerns with Nisha and she is very helpful. Sometimes she lets me go early even when Susan is my supervisor that day. Nisha is going to talk with Susan to see what can be done about the excessive overtime hours.”

Manpreet: “I don’t find the work boring. Every day we do different tasks and in a different order. I am happiest when Nisha is my supervisor because she lets our work group organize who is going to do what. We get to interact with each other more and I enjoy that. We always seem to be laughing when Nisha is our supervisor. She tells some great jokes.”

Robert: “I enjoy working here when Nisha is my supervisor. Nisha lets you know when you are doing a good job and helps you out when you fall behind or have problems. When Susan supervises it seems like she ignores you unless she has a problem with your work and then you hear about it. My productivity is much higher when Nisha is my supervisor.”

What is the source of the conflict between Susan and Nisha? Explain.

Identify the conflict handling style used by Susan and support your answer with evidence from the case.

Identify the conflict handling style used by Nisha and support your answer with evidence from the case

According to Hershey and Blanchard’s Situational Leadership Theory which Leadership style is each supervisor following? Provide evidence from the case to support your answer.

According to Hershey and Blanchard’s Situational Leadership Theory which leadership style should be used with the clerks? Explain.

There are 5 sources or bases of power that have been reviewed this semester. Identify one source or base of power for each supervisor. Support your answer with evidence from the case.

According to the text, people will respond to power in one of 3 ways. How did the employees (or one employee) respond to each of Susan’s bases of power? Support your answer with evidence from the case.

According to the text, people will respond to power in one of 3 ways. How did the employees (or one employee) respond to each of Nisha’s bases of power? Support your answer with evidence from the case.