Laura a is the associate director of non-profit agency that provide assistance to the children and families. she's the head of the department that focus on evaluating the skills building program the agency provides to the organization. she reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for federal grant funding. however, they have also suffered high staff turnover. TWO. directors, three key research staff and one staff person from the finance department has left.

Laura has a demanding schedule that requires frequent traveling: however, she supervise two managers who are responsible for five staff members each. Both managers has been appointed with the last six month. laura expects most of the work to be done by these managers and delegate responsibilities to them. Both managers are extensively reward or punish their staff.

However, due to the nature of the business as non-profit agency, getting employees mobilized and committed for the cause is key success factor. Hence, workforce stability and talent retention is important move forward.

Manager 1:Kelly hasa specific background in research. she managers staff who provides research support to another departments that delivers behavioural health service to youth. Kelly supports her staff and is very organized however she often takes a black and white view of issues. Upper leadership values kelly's latest on the therapeutic divisions service. kelly is very motivated and driven and expect the same from her staff. She's goal oriented and might lack empathy at time

Manager 2 : Linda has a strong background in social science research and evaluation. She manages staff that work s on different projects in the agency. She is knowing as problem solver and extremely supportive of her staff. She is very organized and has a wealth of experience in evaluation family services. Linda is very capable and can sometimes take on too much .

The managers are sensing that staff are becoming overworked as a everyone takes on increased responsibilities due to high staff turnover. Staff has also mentioned that laura ( glass half empty ) conversation style leaves them feeling sad and depressed as she doesn't provide clear updates on the execution of future plans. In addition, laura has not shared budgets with her managers, , so they are having difficulties to appropriately allocating work to the staff . Laura said she doesn't receive sufficient information from the finance department to complete the budget. The finance department said that they have sent her all the information they have available. The staff become distressed; the managers are becoming frustrated. They feel like they are unable to advocate for their staff or solve problems like the department budget.

Q1: Q1: explain the interactional framework for analysing (slide, hater 1 ) then apply it to Laura ( as leader for Kelly and linda ) snd to kelly and lend ( as ;eader of 5 staff members each