Peer evaluation assessment requirement

1. Carly Dickson
EdX
Leadership and Organizational Behavior
1. What happened? (Background, brief description of events, specific leadership actions)
What were the results? (Real or potential. Try to include both positive and negative
possibilities. Even if the event seemed clearly good or bad, consider unintended
consequences.)
In my current company, the chain of leadership leads up to a corporate office that is heavily involved
with the day-to-day operations of the store. However, the general manager and the assistant
manager and tasked with the in-person operations, and the upper management is very rarely seen
within the confines of the store itself. The general manager is very introverted, communicating most
problems with subordinates through email or passive aggressive comments, and the previous
assistant manager was inconsiderate of other’s feelings, making the work environment incredibly
hostile and therefore providing no initiative for workers to fulfill their required tasks, let alone go
above and beyond what is expected of them. With better communication and empathy for the
workers that provide service within their company, they would more than likely have better results
when it comes to guest satisfaction and over all work performance for the simple reason of making
employees feel valued.
2. Why did this happen? (Consider all possible factors, including the people and the situation)
This more than likely is a result of under training the management team that is in place at this current
location. As part of the management team, I can say that there was no formal training I received but
yet was expected to fulfill all of the duties that were required of me. I have been able to use my
previous years of management experience to help self – teach the companies policies but if
someone does not have the proper management training or style, there is not going to be
satisfaction or work performance.
3. What class concepts are relevant to this situation? (Mention at least one concept from class
and how they can be used to interpret the situation.)
Two major class concepts relevant to this particular situation would be task-oriented behavior
(initiating structure) and people-oriented behavior (consideration). When working with a company
who does not provide the proper training to neither management nor the staff, disorganization is
bound to be a result. If management was making it more of a point to delegate responsibilities with
clear cut outlines of their duties, they would be able to focus solely on making sure the productivity in
that department is being accounted for. Similarly, consideration for your employee’s feelings and
well-being are necessary in this situation. Without empathy, I do not see any leader making progress
with employees who do not have the job satisfaction that will push them into higher productivity
willingly. By utilizing both of these concepts, and particularly delegating each manager into certain

2. Carly Dickson
EdX
Leadership and Organizational Behavior
sectors rather than just having everyone guess what they should be doing, each management team
can come up with more structured tasks, and also focus on the well-being of employees because
they are not so stressed out about the chaos around them.
4. What did you learn from this? (Broader lessons that might apply to other situations or
problems.)
From this section I have learned that there is much more to job satisfaction than just pay and
security. Although those are important factors and will indeed boost the job performance overall, I
have more realized that combining organization at the higher level and empathy and relations with
the lower level is the formula for a smooth running and happy organization on all fronts.