Dear Karl, I received a call from Judy a couple of days ago to discuss some of the issues that she was having and I thought I'd give you a heads-up on what was said, seeing that you are Judy's project team leader. Judy really enjoys working with you and the team and finds the project very interesting, but I think she's feeling a bit lost and struggling to see the big picture. It seems that she's been given a fair amount of autonomy to carry out the tasks that you've given her, and of course this level of delegation is not uncommon in your branch. But I believe in her Tokyo office, she is used to a bit more managerial direction and guidance and so is finding this international project quite daunting. When I asked her about meeting her deadlines, she mentioned that due to the recent changes to the project timeline, her goalposts have been moved, and she doesn't seem to really understand why this has happened. Bearing in mind that she's also facing simultaneous deadlines from her department in Tokyo, we can presume that she might be feeling a bit stretched. Looking ahead, I was wondering if we could make it easier for Judy by offering her more direction when setting her tasks, at least until she learns the ropes and gets used to working unsupervised. I think she'd also appreciate you giving her a clearer idea on how her role in the team fits into the overview of things. Do you think you could maybe outline the group and individual targets at your next team meeting and that way, everyone not only gets a reminder of the end goal, but each team member, including Judy, might have a more holistic view of the whole project? I was also thinking it might help to touch base with her every so often to make sure that she's up to date with any changes to the overall plan of attack. In the meantime, I'll write to her manager in the Tokyo office and see how aware they are of the deadlines you've given her, and if they could in some way review her responsibilities and co-ordinate her tasks so that she doesn't constantly feel pulled in both directions. Casper Ha Judy is an extremely conscientious worker and is eager to contribute positively to the team. Personally, I think she is someone with high potential and will be an asset to our international projects if properly mentored. I'm keen to know your thoughts on the matter and am open to any suggestions on how we could better support Judy so that she has a more smooth-sailing experience on the team. Best regards, Jo Backhouse Head of Department International Projects 1. Why is Jo writing to Karl? (7 pts.) OTO ask him to take it easy on Judy and not give her too much work OTO let him know about the issues his team member is facing and help him manage them OTO suggest that his management style is not suitable for the current members of his team OTo tell him how to solve his problems 2. What is Judy not used to? (7 pts.) OBeing told what to do ODelegating work to other people OCollaborating with people internationally OBeing left to do things on her own JO FA Casper 3. Why is Judy confused by the changing targets? (10 pts.) OShe doesn't want to know the bigger picture, just her part. OShe doesn't like meeting deadlines. OShe has simultaneous deadlines from the Tokyo office. OShe feels as if she needs to understand the reason for changes. 4. Who might benefit from having a better overview of the project and a better understanding of how the individual tasks fit together achieve the group target? (6 pts.) OOnly Judy OJudy and the Tokyo office OJudy and the rest of Karl's team OJudy and Karl 5. What does Jo think of Judy? (10 pts.) OJudy is very enthusiastic but not very experienced OJudy works well independently but isn't a good team player OJudy is very hard-working and capable and will go far in the company. Judy is lazy and prefers managers to tell her exactly what to do. Casper 0 BY EM'deki ders materyalleri Creative Commons ak lisanslar ile lisanslanmtr. F2 BADEMOLU olarak giri yaptnz (k yap) n Pyt 5. What does Jo think of Juay? (10 pts.) OJudy is very enthusiastic but not very experienced. OJudy works well independently but isn't a good team player. OJudy is very hard-working and capable and will go far in the company. OJudy is lazy and prefers managers to tell her exactly what to do. 3 6. Which of these does Jo do in her email? (10 pts.) OAll other alternatives are correct OMixes positives in with the negatives OFocuses on the solutions OUses language to express her own opinion or a possibility and not hard facts F3 LE F4 A + % F6 Casper UYGULAMAYI BITI Dear Karl, I received a call from Judy a couple of days ago to discuss some of the issues that she was having and I thought I'd give you a heads-up on what was said, seeing that you are Judy's project team leader. Judy really enjoys working with you and the team and finds the project very interesting, but I think she's feeling a bit lost and struggling to see the big picture. It seems that she's been given a fair amount of autonomy to carry out the tasks that you've given her, and of course this level of delegation is not uncommon in your branch. But I believe in her Tokyo office, she is used to a bit more managerial direction and guidance and so is finding this international project quite daunting. When I asked her about meeting her deadlines, she mentioned that due to the recent changes to the project timeline, her goalposts have been moved, and she doesn't seem to really understand why this has happened. Bearing in mind that she's also facing simultaneous deadlines from her department in Tokyo, we can presume that she might be feeling a bit stretched. Looking ahead, I was wondering if we could make it easier for Judy by offering her more direction when setting her tasks, at least until she learns the ropes and gets used to working unsupervised. I think she'd also appreciate you giving her a clearer idea on how her role in the team fits into the overview of things. Do you think you could maybe outline the group and individual targets at your next team meeting and that way, everyone not only gets a reminder of the end goal, but each team member, including Judy, might have a more holistic view of the whole project? I was also thinking it might help to touch base with her every so often to make sure that she's up to date with any changes to the overall plan of attack. In the meantime, I'll write to her manager in the Tokyo office and see how aware they are of the deadlines you've given her, and if they could in some way review her responsibilities and co-ordinate her tasks so that she doesn't constantly feel pulled in both directions. Casper Ha Judy is an extremely conscientious worker and is eager to contribute positively to the team. Personally, I think she is someone with high potential and will be an asset to our international projects if properly mentored. I'm keen to know your thoughts on the matter and am open to any suggestions on how we could better support Judy so that she has a more smooth-sailing experience on the team. Best regards, Jo Backhouse Head of Department International Projects 1. Why is Jo writing to Karl? (7 pts.) OTO ask him to take it easy on Judy and not give her too much work OTO let him know about the issues his team member is facing and help him manage them OTO suggest that his management style is not suitable for the current members of his team OTo tell him how to solve his problems 2. What is Judy not used to? (7 pts.) OBeing told what to do ODelegating work to other people OCollaborating with people internationally OBeing left to do things on her own JO FA Casper 3. Why is Judy confused by the changing targets? (10 pts.) OShe doesn't want to know the bigger picture, just her part. OShe doesn't like meeting deadlines. OShe has simultaneous deadlines from the Tokyo office. OShe feels as if she needs to understand the reason for changes. 4. Who might benefit from having a better overview of the project and a better understanding of how the individual tasks fit together achieve the group target? (6 pts.) OOnly Judy OJudy and the Tokyo office OJudy and the rest of Karl's team OJudy and Karl 5. What does Jo think of Judy? (10 pts.) OJudy is very enthusiastic but not very experienced OJudy works well independently but isn't a good team player OJudy is very hard-working and capable and will go far in the company. Judy is lazy and prefers managers to tell her exactly what to do. Casper 0 BY EM'deki ders materyalleri Creative Commons ak lisanslar ile lisanslanmtr. F2 BADEMOLU olarak giri yaptnz (k yap) n Pyt 5. What does Jo think of Juay? (10 pts.) OJudy is very enthusiastic but not very experienced. OJudy works well independently but isn't a good team player. OJudy is very hard-working and capable and will go far in the company. OJudy is lazy and prefers managers to tell her exactly what to do. 3 6. Which of these does Jo do in her email? (10 pts.) OAll other alternatives are correct OMixes positives in with the negatives OFocuses on the solutions OUses language to express her own opinion or a possibility and not hard facts F3 LE F4 A + % F6 Casper UYGULAMAYI BITI Dear Karl, I received a call from Judy a couple of days ago to discuss some of the issues that she was having and I thought I'd give you a heads-up on what was said, seeing that you are Judy's project team leader. Judy really enjoys working with you and the team and finds the project very interesting, but I think she's feeling a bit lost and struggling to see the big picture. It seems that she's been given a fair amount of autonomy to carry out the tasks that you've given her, and of course this level of delegation is not uncommon in your branch. But I believe in her Tokyo office, she is used to a bit more managerial direction and guidance and so is finding this international project quite daunting. When I asked her about meeting her deadlines, she mentioned that due to the recent changes to the project timeline, her goalposts have been moved, and she doesn't seem to really understand why this has happened. Bearing in mind that she's also facing simultaneous deadlines from her department in Tokyo, we can presume that she might be feeling a bit stretched. Looking ahead, I was wondering if we could make it easier for Judy by offering her more direction when setting her tasks, at least until she learns the ropes and gets used to working unsupervised. I think she'd also appreciate you giving her a clearer idea on how her role in the team fits into the overview of things. Do you think you could maybe outline the group and individual targets at your next team meeting and that way, everyone not only gets a reminder of the end goal, but each team member, including Judy, might have a more holistic view of the whole project? I was also thinking it might help to touch base with her every so often to make sure that she's up to date with any changes to the overall plan of attack. In the meantime, I'll write to her manager in the Tokyo office and see how aware they are of the deadlines you've given her, and if they could in some way review her responsibilities and co-ordinate her tasks so that she doesn't constantly feel pulled in both directions. Casper Ha Judy is an extremely conscientious worker and is eager to contribute positively to the team. Personally, I think she is someone with high potential and will be an asset to our international projects if properly mentored. I'm keen to know your thoughts on the matter and am open to any suggestions on how we could better support Judy so that she has a more smooth-sailing experience on the team. Best regards, Jo Backhouse Head of Department International Projects 1. Why is Jo writing to Karl? (7 pts.) OTO ask him to take it easy on Judy and not give her too much work OTO let him know about the issues his team member is facing and help him manage them OTO suggest that his management style is not suitable for the current members of his team OTo tell him how to solve his problems 2. What is Judy not used to? (7 pts.) OBeing told what to do ODelegating work to other people OCollaborating with people internationally OBeing left to do things on her own JO FA Casper 3. Why is Judy confused by the changing targets? (10 pts.) OShe doesn't want to know the bigger picture, just her part. OShe doesn't like meeting deadlines. OShe has simultaneous deadlines from the Tokyo office. OShe feels as if she needs to understand the reason for changes. 4. Who might benefit from having a better overview of the project and a better understanding of how the individual tasks fit together achieve the group target? (6 pts.) OOnly Judy OJudy and the Tokyo office OJudy and the rest of Karl's team OJudy and Karl 5. What does Jo think of Judy? (10 pts.) OJudy is very enthusiastic but not very experienced OJudy works well independently but isn't a good team player OJudy is very hard-working and capable and will go far in the company. Judy is lazy and prefers managers to tell her exactly what to do. Casper 0 BY EM'deki ders materyalleri Creative Commons ak lisanslar ile lisanslanmtr. F2 BADEMOLU olarak giri yaptnz (k yap) n Pyt 5. What does Jo think of Juay? (10 pts.) OJudy is very enthusiastic but not very experienced. OJudy works well independently but isn't a good team player. OJudy is very hard-working and capable and will go far in the company. OJudy is lazy and prefers managers to tell her exactly what to do. 3 6. Which of these does Jo do in her email? (10 pts.) OAll other alternatives are correct OMixes positives in with the negatives OFocuses on the solutions OUses language to express her own opinion or a possibility and not hard facts F3 LE F4 A + % F6 Casper UYGULAMAYI BITI Dear Karl, I received a call from Judy a couple of days ago to discuss some of the issues that she was having and I thought I'd give you a heads-up on what was said, seeing that you are Judy's project team leader. Judy really enjoys working with you and the team and finds the project very interesting, but I think she's feeling a bit lost and struggling to see the big picture. It seems that she's been given a fair amount of autonomy to carry out the tasks that you've given her, and of course this level of delegation is not uncommon in your branch. But I believe in her Tokyo office, she is used to a bit more managerial direction and guidance and so is finding this international project quite daunting. When I asked her about meeting her deadlines, she mentioned that due to the recent changes to the project timeline, her goalposts have been moved, and she doesn't seem to really understand why this has happened. Bearing in mind that she's also facing simultaneous deadlines from her department in Tokyo, we can presume that she might be feeling a bit stretched. Looking ahead, I was wondering if we could make it easier for Judy by offering her more direction when setting her tasks, at least until she learns the ropes and gets used to working unsupervised. I think she'd also appreciate you giving her a clearer idea on how her role in the team fits into the overview of things. Do you think you could maybe outline the group and individual targets at your next team meeting and that way, everyone not only gets a reminder of the end goal, but each team member, including Judy, might have a more holistic view of the whole project? I was also thinking it might help to touch base with her every so often to make sure that she's up to date with any changes to the overall plan of attack. In the meantime, I'll write to her manager in the Tokyo office and see how aware they are of the deadlines you've given her, and if they could in some way review her responsibilities and co-ordinate her tasks so that she doesn't constantly feel pulled in both directions. Casper Ha Judy is an extremely conscientious worker and is eager to contribute positively to the team. Personally, I think she is someone with high potential and will be an asset to our international projects if properly mentored. I'm keen to know your thoughts on the matter and am open to any suggestions on how we could better support Judy so that she has a more smooth-sailing experience on the team. Best regards, Jo Backhouse Head of Department International Projects 1. Why is Jo writing to Karl? (7 pts.) OTO ask him to take it easy on Judy and not give her too much work OTO let him know about the issues his team member is facing and help him manage them OTO suggest that his management style is not suitable for the current members of his team OTo tell him how to solve his problems 2. What is Judy not used to? (7 pts.) OBeing told what to do ODelegating work to other people OCollaborating with people internationally OBeing left to do things on her own JO FA Casper 3. Why is Judy confused by the changing targets? (10 pts.) OShe doesn't want to know the bigger picture, just her part. OShe doesn't like meeting deadlines. OShe has simultaneous deadlines from the Tokyo office. OShe feels as if she needs to understand the reason for changes. 4. Who might benefit from having a better overview of the project and a better understanding of how the individual tasks fit together achieve the group target? (6 pts.) OOnly Judy OJudy and the Tokyo office OJudy and the rest of Karl's team OJudy and Karl 5. What does Jo think of Judy? (10 pts.) OJudy is very enthusiastic but not very experienced OJudy works well independently but isn't a good team player OJudy is very hard-working and capable and will go far in the company. Judy is lazy and prefers managers to tell her exactly what to do. Casper 0 BY EM'deki ders materyalleri Creative Commons ak lisanslar ile lisanslanmtr. F2 BADEMOLU olarak giri yaptnz (k yap) n Pyt 5. What does Jo think of Juay? (10 pts.) OJudy is very enthusiastic but not very experienced. OJudy works well independently but isn't a good team player. OJudy is very hard-working and capable and will go far in the company. OJudy is lazy and prefers managers to tell her exactly what to do. 3 6. Which of these does Jo do in her email? (10 pts.) OAll other alternatives are correct OMixes positives in with the negatives OFocuses on the solutions OUses language to express her own opinion or a possibility and not hard facts F3 LE F4 A + % F6 Casper UYGULAMAYI BITI