Please ensure all questions and requirements are answered and met prior to any submission since you can ONLY do it ONCE. - APA Format is required (fail to use the required format will cost you 500?. off the grades of your paper) for all references, where you quote material, or support your paper with outside info) - WORD version ONLY (PDF file will not be accepted; the file name shall be - Stadent ID_full name) - Maximam 3 fall pages in total (main body, does nos include cover page, table of content, pictures and reference page) - Plagiarism will get you a zero with no resubmission - DO NOT INCLUDE THE QUESTIONS IN YOUR PAPER Report Rubric Case Study Diana's Disappointment: The Promotion Stumbling Block Diana Gillan had an uncasy feeling of apprehension as she arrived at the Cobb Street Grille corporate offices. Today she was meeting with her supervisor, Julie Spencer, and regional director, Tom Miller, to learn the outcome of her promotion interview for the district manager position. Diana had been employed by the chain for 12 years and had worked her way up from server to general manager. Based on her track recond, she was the obvious choice for the promotion; and her friends assured her the interview was a mere formality. Diana was still anxious, though, and feared that the news might not be positive. She knew she was more than qualified for the job, but hat didn't guarantee anything these days. Nine months ago, when Diana interviewed for the last district manager opening, she thought her selection for the job was inevitable. She was shocked when she did not get the job. She was so upset about not getting promoted then that she initially did not apply for the current opening. She eventually changed her mind-after all, the company had just names her Restaurant Manager of the Year and entrusted her with manacing its flagship Nine months ago, when Diana interviewed for the last district manager opening, she thought her selection for the job was inevitable. She was shocked when she did not get the job. She was so upset about not getting promoted then that she initially did not apply for the current opening. She eventually changed her mind-after all, the company had just names her Restaurant Manager of the Year and entrusted her with managing its flagship location. Diana thought her chances had to be really good this time. A district manager position was a desirable move up for any general manager and was a goal to which Diana had aspired since she began working in the industry. When she had not been promoted the last time, Julie explained the her people skills needed to improve. But Diana knew that explanation had little to do with why she hadn't gotten the job-the real reason was corporate politics. She heard that the person hired was some supervisor from outside- a district manager from anothet restaurant company who supposedly bad strong multi-unit management experience and a proven track record of developing restaurant managers. Despite what she was told, she was convinced that Tom, her regional manager, had been unduly pressured to hire this person, who had been referred by the CEO. The decision to hire the outsider may have impressed the CEO, but it enraged Diana, With her saccessful track record as a restaurant manager for the company, she was much more capable, in her opinion, of oversecing multiple units than someone who is new to the company. Besides, district managers had always been promoted intemally among the restaurant managers and she was unofficially designated as the next person to move up to a district manager position. Tom had hired the outside candidate as a political move to put him in a good light with senior management, even though it meant he overlooked a loyal employee like Diana. She worked very hard to avoid politics- and it especially irritated her when the political actions of others negatively impacted on her. Diana was ready to be a district managet nine months ago, and thought she even more qualified today, provided the decision was hased on performance. She ran a tight ship, managing her restaurant completely by the book. She followed all policies and procedures and her sales were growing despite new competition in the market. The only number a little out of line was the tumover of her staff. Diana was not too concemed about the increasing number of terminations, however, there was a perfectly logical explanation for this. It was because she had high standards for herself and her employees. Any employee that delivered less than 110 percent at all times was better off finding a job somewhere else. Diana didn't think she should bend the rules for anyone, for whatever reason. A few months ago, for example, she had to fire three otherwise good employees who decided to try a new customer service tactic- a so called innovation they dreamed up- rather than complying with the established process. As a general manager, it was her responsibility to make sure that the restaurant was managed strictly in accordance with the operations manual, and she could not allow deviations. This by-the-book approach to managing had served her well for many years. It had got her promoted in the past and she not about to jinx that now, Loosing a few employees now and then, especially those who had difficulty following rules- was simply the cost of doing business. During a recent visit, Julie suggested that Diana might try creating a friendlier work environment because she seemed aloof and interacted with her employees somewhat mechanically. Julie even told her she overheard employees referring to Diana as the "Ice Maiden 4 behind her back. Diana was surprised that Julie brought this up because her boss rarely criticized her. They had an unspoken agreement since Diana was so technically competent and always met financial targets, Julie didn't need to give her much input. Diana was happy to be left alone to run her restaurant without needless advice. At any rate, Diana rarely paid attention to what employees said about her. She wasn't about to let something as childish as a silly name cause her to modify a successful management strategy. What's more, even though she had recently lost more than the average number of employees to 'personality differences' or "miscommunications' over her directives, her superiors did not 5eem to mind when she consistently delivered strong bottom line results every month. for herself and her employees. Any employee that delivered less than 110 percent at all times was better off finding a job somewhere else. Diana didn't think she should bend the rules for anyone, for whatever reason. A few months ago, for example, she had to fire three otherwise good employees who decided to try a new customer service tactic- a so called innovation they dreamed up-rather than complying with the established process. As a general manager, it was her responsibility to make sure that the restaurant was managed strictly in accordance with the operations manual, and she could not allow deviations. This by-the-book approach to managing had served her well for many years. It had got her promoted in the past and she not about to jinx that now, Loosing a few employees now and then, especially those who had difficulty following rules-was simply the cost of doing business. During a recent visit, Julie suggested that Diana might try creating a friendlier work environment because she seemed aloof and interacted with her employees somewhat mechanically. Julie even told her she overheard employees referring to Diana as the "Ice Maiden" behind her back. Diana was surprised that Julie brought this up because her boss rarely criticized her. They had an unspoken agreement since Diana was so technically competent and always met financial targets, Julie didn't need to give her much input. Diana was happy to be left alone to run her restaurant without needless advice. At any rate, Diana rarely paid attention to what employees said about her. She wasn't about to let something as childish as a silly name cause her to modify a successful management strategy. What's more, even though she had recently lost more than the average number of employees to "personality differences' or 'miscommunications' over her directives, her superiors did not seem to mind when she consistently delivered strong bottom line results every month. As she waited in the conference room for the others, Diana worried that she was not going to get her promotion. Julie had sounded different in her voicemail message she had left her about this meeting, but Diana couldn't put her finger on exactly what it was. She would be very angry if she was passed over again and wondered what excuse they would have this time, Then her mind wandered to how her employees would respond to her if she did not get the promotion. They all knew how much she wanted the job and she cringed to think how embarrassed she would be if she didn't get it. Julie and Tom entered the room and the meeting was underway. They told Diana, as kindly as they could, that she would not be promoted at this time, one of her colleagues would become the new district manager. She was angry. The individual who got promoted had been with the company only 3 years- and Diana had trained her! She tried to understand how this happened, but it did not make sense. Before any further explanation could be offered, she burst into tears and left the room. As she tried in vain to regain her composure, Diana was overcome with crushing disappointment. Answer the following questions, include references to course material or other sources, in proper APA format. 1. Apply your knowledge of the four emotional intelligence dimensions to discuss the likely reasons why Diana wasn't offered the promotion. 2. What skills does Diana need to develop to be promotable in the future? What can the company do to support her development efforts? Please ensure all questions and requirements are answered and met prior to any submission since you can ONLY do it ONCE. - APA Format is required (fail to use the required format will cost you 500?. off the grades of your paper) for all references, where you quote material, or support your paper with outside info) - WORD version ONLY (PDF file will not be accepted; the file name shall be - Stadent ID_full name) - Maximam 3 fall pages in total (main body, does nos include cover page, table of content, pictures and reference page) - Plagiarism will get you a zero with no resubmission - DO NOT INCLUDE THE QUESTIONS IN YOUR PAPER Report Rubric Case Study Diana's Disappointment: The Promotion Stumbling Block Diana Gillan had an uncasy feeling of apprehension as she arrived at the Cobb Street Grille corporate offices. Today she was meeting with her supervisor, Julie Spencer, and regional director, Tom Miller, to learn the outcome of her promotion interview for the district manager position. Diana had been employed by the chain for 12 years and had worked her way up from server to general manager. Based on her track recond, she was the obvious choice for the promotion; and her friends assured her the interview was a mere formality. Diana was still anxious, though, and feared that the news might not be positive. She knew she was more than qualified for the job, but hat didn't guarantee anything these days. Nine months ago, when Diana interviewed for the last district manager opening, she thought her selection for the job was inevitable. She was shocked when she did not get the job. She was so upset about not getting promoted then that she initially did not apply for the current opening. She eventually changed her mind-after all, the company had just names her Restaurant Manager of the Year and entrusted her with manacing its flagship Nine months ago, when Diana interviewed for the last district manager opening, she thought her selection for the job was inevitable. She was shocked when she did not get the job. She was so upset about not getting promoted then that she initially did not apply for the current opening. She eventually changed her mind-after all, the company had just names her Restaurant Manager of the Year and entrusted her with managing its flagship location. Diana thought her chances had to be really good this time. A district manager position was a desirable move up for any general manager and was a goal to which Diana had aspired since she began working in the industry. When she had not been promoted the last time, Julie explained the her people skills needed to improve. But Diana knew that explanation had little to do with why she hadn't gotten the job-the real reason was corporate politics. She heard that the person hired was some supervisor from outside- a district manager from anothet restaurant company who supposedly bad strong multi-unit management experience and a proven track record of developing restaurant managers. Despite what she was told, she was convinced that Tom, her regional manager, had been unduly pressured to hire this person, who had been referred by the CEO. The decision to hire the outsider may have impressed the CEO, but it enraged Diana, With her saccessful track record as a restaurant manager for the company, she was much more capable, in her opinion, of oversecing multiple units than someone who is new to the company. Besides, district managers had always been promoted intemally among the restaurant managers and she was unofficially designated as the next person to move up to a district manager position. Tom had hired the outside candidate as a political move to put him in a good light with senior management, even though it meant he overlooked a loyal employee like Diana. She worked very hard to avoid politics- and it especially irritated her when the political actions of others negatively impacted on her. Diana was ready to be a district managet nine months ago, and thought she even more qualified today, provided the decision was hased on performance. She ran a tight ship, managing her restaurant completely by the book. She followed all policies and procedures and her sales were growing despite new competition in the market. The only number a little out of line was the tumover of her staff. Diana was not too concemed about the increasing number of terminations, however, there was a perfectly logical explanation for this. It was because she had high standards for herself and her employees. Any employee that delivered less than 110 percent at all times was better off finding a job somewhere else. Diana didn't think she should bend the rules for anyone, for whatever reason. A few months ago, for example, she had to fire three otherwise good employees who decided to try a new customer service tactic- a so called innovation they dreamed up- rather than complying with the established process. As a general manager, it was her responsibility to make sure that the restaurant was managed strictly in accordance with the operations manual, and she could not allow deviations. This by-the-book approach to managing had served her well for many years. It had got her promoted in the past and she not about to jinx that now, Loosing a few employees now and then, especially those who had difficulty following rules- was simply the cost of doing business. During a recent visit, Julie suggested that Diana might try creating a friendlier work environment because she seemed aloof and interacted with her employees somewhat mechanically. Julie even told her she overheard employees referring to Diana as the "Ice Maiden 4 behind her back. Diana was surprised that Julie brought this up because her boss rarely criticized her. They had an unspoken agreement since Diana was so technically competent and always met financial targets, Julie didn't need to give her much input. Diana was happy to be left alone to run her restaurant without needless advice. At any rate, Diana rarely paid attention to what employees said about her. She wasn't about to let something as childish as a silly name cause her to modify a successful management strategy. What's more, even though she had recently lost more than the average number of employees to 'personality differences' or "miscommunications' over her directives, her superiors did not 5eem to mind when she consistently delivered strong bottom line results every month. for herself and her employees. Any employee that delivered less than 110 percent at all times was better off finding a job somewhere else. Diana didn't think she should bend the rules for anyone, for whatever reason. A few months ago, for example, she had to fire three otherwise good employees who decided to try a new customer service tactic- a so called innovation they dreamed up-rather than complying with the established process. As a general manager, it was her responsibility to make sure that the restaurant was managed strictly in accordance with the operations manual, and she could not allow deviations. This by-the-book approach to managing had served her well for many years. It had got her promoted in the past and she not about to jinx that now, Loosing a few employees now and then, especially those who had difficulty following rules-was simply the cost of doing business. During a recent visit, Julie suggested that Diana might try creating a friendlier work environment because she seemed aloof and interacted with her employees somewhat mechanically. Julie even told her she overheard employees referring to Diana as the "Ice Maiden" behind her back. Diana was surprised that Julie brought this up because her boss rarely criticized her. They had an unspoken agreement since Diana was so technically competent and always met financial targets, Julie didn't need to give her much input. Diana was happy to be left alone to run her restaurant without needless advice. At any rate, Diana rarely paid attention to what employees said about her. She wasn't about to let something as childish as a silly name cause her to modify a successful management strategy. What's more, even though she had recently lost more than the average number of employees to "personality differences' or 'miscommunications' over her directives, her superiors did not seem to mind when she consistently delivered strong bottom line results every month. As she waited in the conference room for the others, Diana worried that she was not going to get her promotion. Julie had sounded different in her voicemail message she had left her about this meeting, but Diana couldn't put her finger on exactly what it was. She would be very angry if she was passed over again and wondered what excuse they would have this time, Then her mind wandered to how her employees would respond to her if she did not get the promotion. They all knew how much she wanted the job and she cringed to think how embarrassed she would be if she didn't get it. Julie and Tom entered the room and the meeting was underway. They told Diana, as kindly as they could, that she would not be promoted at this time, one of her colleagues would become the new district manager. She was angry. The individual who got promoted had been with the company only 3 years- and Diana had trained her! She tried to understand how this happened, but it did not make sense. Before any further explanation could be offered, she burst into tears and left the room. As she tried in vain to regain her composure, Diana was overcome with crushing disappointment. Answer the following questions, include references to course material or other sources, in proper APA format. 1. Apply your knowledge of the four emotional intelligence dimensions to discuss the likely reasons why Diana wasn't offered the promotion. 2. What skills does Diana need to develop to be promotable in the future? What can the company do to support her development efforts