Noreen is the assistant director of a non-profit agency that provides assistance to children and families.Her department focuses on evaluating the skill-building programs the agency offers.Noreen reports directly to the board of directors of the agency.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 have left,as well as three key research staff,and one staff person from the finance department.
Noreen has a demanding schedule that requires frequent travel.She also supervises two managers,Caitlin and Dan,who in turn are responsible for five staff members each.Both managers have been appointed within the last six months.
The first manager,Caitlin,comes with a background in research.She manages staff who provide research support to another department that delivers behavioral health services to youth.Caitlin supports her staff and is very task-oriented; however,she often takes a very black and white view of issues.Noreen thinks that Caitlin's might be pushing her employees too hard.At the same time,Noreen recognizes that Caitlin is very motivated,driven,and expects the same from her staff.
Dan,the second manager,has a strong background in social science research and evaluation.He manages staff that work on different projects within the agency.He is known as a problem solver and is extremely supportive of his staff.He tends to rely on relationship leadership,but he sometimes may go too far.Dan is very organized and has a wealth of experience in evaluation of family services.He is very capable and can sometimes take on too much.
The managers are sensing that staff are becoming overworked and stressed.Everyone is taking on increased responsibilities due to high staff turnover.Staff have also mentioned that Noreen's "glass half-empty" conversation style leaves them feeling dejected.In addition,Noreen has not shared budgets with her managers,so they are having difficulty appropriately allocating work to staff.Noreen claims that she has not received sufficient information from the finance department to complete the budgets.The finance department said they have sent her all the information they have available.
As staff become distressed,the managers become frustrated.They feel like they are unable to support their staff or problem solve without key information,such as the departmental budget.
Using the 3-Step Problem-Solving Approach to OB and the Organizing Framework,identify the primary problem and suggest a possible recommendation.
Apply the 3-Step Problem-Solving Approach to OB

Question

Quizplus · Accepted Answer

The Answer of Noreen is the assistant director of a non-profit agency that provides assistance to children and families.Her department focuses on evaluating the skill-building programs the agency offers.Noreen reports directly to the board of directors of the agency.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 have left,as well as three key research staff,and one staff person from the finance department.
Noreen has a demanding schedule that requires frequent travel.She also supervises two managers,Caitlin and Dan,who in turn are responsible for five staff members each.Both managers have been appointed within the last six months.
The first manager,Caitlin,comes with a background in research.She manages staff who provide research support to another department that delivers behavioral health services to youth.Caitlin supports her staff and is very task-oriented; however,she often takes a very black and white view of issues.Noreen thinks that Caitlin's might be pushing her employees too hard.At the same time,Noreen recognizes that Caitlin is very motivated,driven,and expects the same from her staff.
Dan,the second manager,has a strong background in social science research and evaluation.He manages staff that work on different projects within the agency.He is known as a problem solver and is extremely supportive of his staff.He tends to rely on relationship leadership,but he sometimes may go too far.Dan is very organized and has a wealth of experience in evaluation of family services.He is very capable and can sometimes take on too much.
The managers are sensing that staff are becoming overworked and stressed.Everyone is taking on increased responsibilities due to high staff turnover.Staff have also mentioned that Noreen's "glass half-empty" conversation style leaves them feeling dejected.In addition,Noreen has not shared budgets with her managers,so they are having difficulty appropriately allocating work to staff.Noreen claims that she has not received sufficient information from the finance department to complete the budgets.The finance department said they have sent her all the information they have available.
As staff become distressed,the managers become frustrated.They feel like they are unable to support their staff or problem solve without key information,such as the departmental budget.
Using the 3-Step Problem-Solving Approach to OB and the Organizing Framework,identify the primary problem and suggest a possible recommendation.
Apply the 3-Step Problem-Solving Approach to OB

Noreen Is the Assistant Director of a Non-Profit Agency That