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    TQM

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    Erica millan
    Laura is the associate director of a nonprofit agency that provides services to families and children. She supervises two managers, Kelly and Linda, who each oversee five staff members. The agency has experienced high staff turnover recently. Both managers feel the staff are overworked and becoming distressed. The managers cannot effectively advocate for staff or solve problems because Laura has not shared the departmental budget with them. Some key points: - Laura supervises two managers who each manage five staff members - The agency has had high staff turnover recently - Managers feel staff are overworked and becoming distressed - Managers cannot advocate for staff or solve problems as Laura has not shared the budget

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    TQM

    Uploaded by

    Erica millan
    69 views1 page
    Laura is the associate director of a nonprofit agency that provides services to families and children. She supervises two managers, Kelly and Linda, who each oversee five staff members. The agency has experienced high staff turnover recently. Both managers feel the staff are overworked and becoming distressed. The managers cannot effectively advocate for staff or solve problems because Laura has not shared the departmental budget with them. Some key points: - Laura supervises two managers who each manage five staff members - The agency has had high staff turnover recently - Managers feel staff are overworked and becoming distressed - Managers cannot advocate for staff or solve problems as Laura has not shared the budget

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    Heyhey you you

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    tqm

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    Laura is the associate director of a nonprofit agency that provides services to families and children. She supervises two managers, Kelly and Linda, who each oversee five staff members. The agency has experienced high staff turnover recently. Both managers feel the staff are overworked and becoming distressed. The managers cannot effectively advocate for staff or solve problems because Laura has not shared the departmental budget with them. Some key points: - Laura supervises two managers who each manage five staff members - The agency has had high staff turnover recently - Managers feel staff are overworked and becoming distressed - Managers cannot advocate for staff or solve problems as Laura has not shared the budget

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    69 views1 page

    TQM

    Uploaded by

    Erica millan
    Laura is the associate director of a nonprofit agency that provides services to families and children. She supervises two managers, Kelly and Linda, who each oversee five staff members. The agency has experienced high staff turnover recently. Both managers feel the staff are overworked and becoming distressed. The managers cannot effectively advocate for staff or solve problems because Laura has not shared the departmental budget with them. Some key points: - Laura supervises two managers who each manage five staff members - The agency has had high staff turnover recently - Managers feel staff are overworked and becoming distressed - Managers cannot advocate for staff or solve problems as Laura has not shared the budget

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 1

    Mr Bangagig is the associate director of a nonprofit agency that provides assistance to children

    and families. She is the head of a department that focuses on evaluating the skill-building
    programs the agency provides to families. 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 have left. Laura has
    a demanding schedule that requires frequent travel; however, she supervises two managers
    who in turn are responsible for five staff members each. Both managers have been appointed
    within the last six months. Manager 1: Kelly has a specific background in research. She manages
    staff who provide research support to another department that delivers behavioral health
    services to youth. Kelly supports her staff and is very organized; however, she often takes a very
    black and white view of issues. Upper level leadership values Kelly’s latest research on the
    therapeutic division’s services. Kelly is very motivated and driven and expects the same from
    her staff. Manager 2: Linda has a strong background in social science research and evaluation.
    She manages staff that work on different projects within the agency. She is known as a problem
    solver and is extremely supportive of her staff. She is very organized and has a wealth of
    experience in evaluation of family services. Linda is very capable and can sometimes take on
    too much. The managers are sensing that staff are becoming overworked as everyone takes on
    increased responsibilities due to high staff turnover. Staff have also mentioned that Laura’s
    "glass half-empty" conversation style leaves them feeling dejected. In addition, Laura has not
    shared budgets with her managers, so they are having difficulty appropriately allocating work
    to staff. Laura said 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 are becoming frustrated. They feel
    like they are unable to advocate for their staff or solve problems without key information like
    the departmental budget.

    Questions:

    How can Laura most effectively use both management and leadership skills in her role as
    associate director?

    What combination of the two do you think would work best in this setting? What steps could
    be taken to build staff confidence?

    What advice would you give Laura on improving her leadership skills and to the managers on
    improving their management skills?

    Which leadership style do you think a leader would need to be effective in this situation?

    What type or style of leadership does Mr Bangagig has?

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