All I need is a peer reply for each of the discussions below separately please!

Question: Discuss the key elements of positive and proactive communications that are missing in the below scenario and any other aspects of thesituation you feel need to be corrected (and why). Also, complete any tasks within the scenario. When responding to the discussions-Were they effective in their approach to each scenario?

Discussion #1:

A) It is difficult to work with friends because they will always want you on their side even when they are in the wrong. What I would say to the supervisor to take a step back for a while since they were talking out of anger. What also should be said is that the employee should be able to get to speak since the supervisor is talking about them. Once the emotions are put to the side as a supervisor they need to be able to keep their emotions in check when speaking to employees because they could easily run them off. B) The email would include questions on why meetings are canceled or rescheduled. If people were placed in certain portions why wouldn't they do their part and know their section of the project. It is what they are getting paid to do for this project. If the meetings are being are being pushed to after normal hours are they going to be getting overtime because the supervisor is letting the other employees off even when they haven't been doing anything. The supervisor should be able to stand on this and be the leader that they are and make the due date known and what they should be doing specifically.

C) Even though it is a tough decision to make I think that moving the supervisor to a less challenging division would be best. This would make it known that they mean business and are wanting everyone to work. Even though it may cause some tension it would be better than just excluding him and not having a meeting with him. Something else that can be done is have a separate meeting with that specific supervisor and talk to him about why these meetings are not with the group and then talk about what needs to happen.

Discussion #2

In scenario, A the supervisor/my peer was conducting an evaluation but instead of conducting that evaluation in the privacy of an office, they were doing that in the company of other employees, in addition to that they were being extremely unprofessional by raising their voice and not actively listening. To assist the peer supervisor I would discuss these concerns with them privately to mention the difference between dependent and interdependent relationships and ask what type of relationship they would prefer to have with their employees. Explaining these differences has the potential to gain buy-in from the employees and create a DESIRE to prefer not a NEED.

Scenario B is a perfect example of not setting a clear agenda for meetings. Recommending to the CEO that in the future the meetings use a meeting planner template to better set clear expectations of the team so that they have the time to prepare clear and concise reports on the progress of the project will allow everyone on the team to be on the same page. If everyone is on the same page the group works as a TEAM as mentioned in the textbook and can accomplish more potentially getting back on schedule and budget.

As a supervisor, we must be constantly engaged with those we supervise. We must choose to invest in the wellbeing of our employees. This is what seems to be the issue in scenario C. The employee does not feel heard in private and only gets the attention they desire and deserve during group meetings. Sitting down with this employee on a more regular basis will allow them to be heard and provide an outlet for them in a more work conducive environment. This will also allow you to provide resources that may help them work through their challenges and focus on being productive. It all boils back down to Maslow's hierarchy of Needs.