How Joan Utilizes Her Role
The case of Joe is an example of what pride can do to a successful individual. His situation shows that he is aware of his achievements as well as excellence. Therefore, it gives him the moral authority to look down upon other workers in the module. He has no respect for his fellow AMMs, as one can observe with his interaction with his colleagues. However, he is humble and presents himself with utmost respect when he interacts with superiors from outside his module. Jan, his boss at the module, finds it difficult to give him any meaningful disciplinary action that would compel him to act better when interacting with fellow workers. His excellence, as well as his relationship with the superiors, put her in a dilemma about how to handle the issue.
However, Joan has tried to handle the problem in an appropriate way. She has managed to address the matter and calm the workers who have increasingly been uncomfortable about the way Joe addresses them. She organized a retreat for all the members of the module so that they could unwind and get off the matter (Rainey, n.d). The team underwent some team building activities, though Joe still maintained his arrogance and pride. Apart from that, Joan has managed to keep the matter at the level of the module. She acts professionally when addressing Joe as well the other employees. As a result of this, she creates confidence in the employees as they are assured that the issues affecting them can be solved at that level. These factors contribute to a positive environment for the workplace among the module members.
However, Joan has failed to address the issue of Joe conclusively. In as much as she talks to him about the matter, he does not seem to be keen in the discussions because he does not change. She has failed to assert her authority over him, being his boss at the module. She has never made a firm decision on him that would compel him to be more positive towards the workers. Therefore, Joan needs to improve in her authority over Joe.
Motivation Techniques That Joan Could Use
Employee rewarding is effective in creating a good environment for the organization (Lawler 207). Joan needs to recognize the employees who perform exemplarily and reward them accordingly. The rewards could be in the form of incentives like additional wages and allowances, special recognition, as well as other privileges like special treatment. Apart from that, another motivation technique that Joan could use to create the best environment for the organization is by involving the workers in decision-making activities regarding the module. Engaging them in such activities makes them feel some sense of responsibility (Rainey, n.d). Therefore, they would be more positive towards the organizations and the activities in the workplace. Further, getting random comments from the employees regarding their opinions on matters that affect the module could be an effective way for Joan to make the workplace better. Making them realize that their opinion matters enables them to be motivated to work harder.
Collaboration with Other Stakeholders to Deal with Joe’s Issue
Since it is clear that Joan is unable to deal with Joe’s behavior alone, she needs to partner with other members of the organization to tackle the matter. She could use the help of people who are superior to her as well as the ones who are below her at the organization (Ismail et al. 22). She needs the support of both groups. For instance, she could use the other AMMs at her module to help in handling the issue. The AMMs are at the same level as Joe, and most of them are older than him. She could use this to her advantage and make them help Joe overcome his pride. They could even take time off work and have a retreat and discuss the issue.
The director at the center wants to hire Joe as the head of a proposed task force at the organization. She could ask him to use his influence at the organization and make Joe realize that his behavior could cost him his job, and consequently his career. The director is aware of the achievements of Joe but is not aware that Joe intimidates fellow workers and belittles them. Due to this, Joan needs to tell him about the issue in a positive manner. She should tell him about the matter in a calm way and in a manner that would not bring out the gravity of the issue. Since Joe behaves in the presence of his superiors, he might listen to the director and may change for the better. In essence, Joan has the power to take disciplinary action against Joe. However, she needs to use the help of the other people in the organization so that she could act fairly and rationally.
Works Cited
Cartwright, Susan, and Nicola Holmes. "The Meaning of Work: The Challenge of Regaining Employee Engagement and Reducing Cynicism." Human Resource Management Review, vol.16, no.2, 2006, pp. 199-208.
Ismail Al-Alawi, Adel, Nayla Yousif Al-Marzooqi, and Yasmeen Fraidoon Mohammed. "Organizational Culture and Knowledge Sharing: Critical Success Factors." Journal of Knowledge Management, vol.11, no.2, 2007, pp. 22-42.
Lawler, Edward E. "Built To Change: How To Achieve Sustained Organizational Effectiveness." Strategic Direction, vol. 23, no.4, 2007.
Rainey, H. G. (n.d). The case of Joe and Jerk (or, the very capable jerk). San Francisco, CA: Jossey-Bass.
