In each scenario, YOU are the manager.

Please supply specific details in your answers; generalities may be appropriate but do not show comprehension of the text material.

Assume this is going to your manager and that you want this to look professional. This grade will depend largely on detail and your interpretation of text reference.

Case $1$: Don Leslie

Don Leslie, age $50,$ closed his eyes, propped his feet up on his desk, and contemplated his future with Wexler Foods. He could hardly believe that he had just completed his $23$rd year marketing various Wexler products. Don entered the military service after college. After four years in the service, Don worked in retail sales and attended the evening M$.$B$.$A$.$ program at the University of Minnesota. He joined Wexler after graduation. His first posi$$tion was in marketing research at corporate headquarters. He moved up to assistant brand manager and later to brand manager for a successful line of packaged dried fruits. Don's last promotion six years ago was to brand manager for Wexler's popular jams and jellies. The market share for the products had grown slowly but steadily while he was brand manager. Don was comfortable in his position and satisfied with his low six$$figure salary.

This morning, Don learned that one of his colleagues, Carol Marshall, was promoted to marketing vice$$president$.$ Don and several other brand managers were candidates for the position. It was clear that he had been passed over in favor of Carolyn. This was the second time that Don missed a promotion. Perhaps his career had reached a plateau with Wexler Foods. Don tried to picture how this would affect his career aspirations and motivation.

Question

You are Don's manager. What do you propose to do with Don so that he will not become a motivation and performance problem? Please provide details and give specifics as to the steps you will take with Don.

Case $2$: Martina Jones

Martina Jones works for $3$M$.$ She is $58$ years old, but feels like she might as well be $68.$ She has had extensive management experience, including over$$seas experience. A couple of

years ago, the division in which she worked had a major reorganization, and Martina ended up with less responsibility than she used to have. Her performance has not been a problem.

Employees in other departments no longer call on her to share her exper$$tise$.$ She realizes she's not likely to be promoted again before retirement. In a recent performance feedback

session, Martina revealed to you that she is angry and frustrated. After all her years of service and the numerous contributions she's made, she feels like the company has let her down.

Question

You are Martina's manager. What will you do to avoid having Martina become a motivation and performance problem?

Case $3$: The Problem Employee

One of the employees you manage has been working with the company for three years. The employee's performance has been average to below$$ average. You have consistently

mentioned to the employee during perfor$$mance appraisals that you feel the employee lacks motivation and interest in the job, but it does not seem to have had much of an effect.

Recently, the employee's performance has almost ruined three major projects. You had established two goals with the employee: $(1)$ to complete a survey of customer needs within six

months, and $(2)$ to increase sales by $30$ percent in one year. The employee has made little progress toward these goals during this appraisal period.

Question

You are preparing once again to conduct a performance review with this employee. What will you do during the meeting to try to improve the employee's performance?