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Telese 1
Trouble at Telese
Vince Rubiera
MGT 600
Dr. Linda L. Neider
March 14, 2007
Telese 2
I. Case description
Telese is a major communications company based in the southeast United States. Telese spans
nine states and has approximately 40,000 employees. Half of these employees are responsible
for the maintenance of the physical communications network. This department, Network
Services, is structured geographically. Each area “district” is organized into two large
departments. The first department, Engineering and Construction (P&P), designs and builds the
physical network with fiber and copper cables. The second department, Installation and
Maintenance (I&M), maintains the network and installs individual services. Roberto Port,
General Manager, directly manages the I&M departments through his Area Managers. Each
Area Manager in I&M is in charge of a smaller area “turf”, except the Area Manager for DSL
services (high speed internet); who is in charge of the repair and installation of this product for
all of Mr. Port’s area. See attached organizational chart.
In 1999 Telese rolled out this DSL product in Miami. The DSL I&M department quickly grew
over the next two years under the management of Tim Richard, Area Manager. In 2002 Tim
Richard decided to open a new work center in South Miami. He felt his technicians were driving
too far each day. Tim moved his top supervisor, Frank Dobbs and his crew of field technicians to
the new South Miami location.
Telese network employees are represented by the Telephone Workers Union (TWU);
consequently, moving Frank’s crew south involved a formal bidding process. The working
agreement was written to consider seniority for most decisions, including transfers and pay.
Frank thought he would lose some prized employees due to seniority, and gain some
challenging ones. Even though Frank’s entire crew was at top pay, there was a lot more
seniority in the other groups. All he could do to lessen the impact was to generate rumors that
a co-worker would be managing that crew. This had worked for Frank before, since the co-
worker was seen as a difficult boss. It worked again, and for the most part Frank was able to
bring the majority of his technicians with him. The only technician that Frank received from
another manager through the bidding process was John Berre. Tim told Frank that John was
considered trouble maker, and he would have to keep an eye on him. Frank felt confident he
could handle John, since he has been successful with challenging employees in the past. Frank
would always try to give employees the benefit of the doubt.
The move south was completed by April of 2002, and the new crew was comprised of 19
technicians. Within the first two weeks in South Miami, the new crew was at full effectiveness.
Frank had created a good atmosphere for his technicians, and everyone (excluding John) had
always worked well together. Frank knew how to manage DSL crews well, and he used the
remote location to foster greater cohesion. He knew his informal leaders and union stewards
within the crew, and created excellent relationships with them. He would call on them to help
Telese 3
him with difficult customers or sensitive union issues. It would not be long before he would
need their help with the first serious disciplinary problem Frank had ever seen as a manager.
Within 3 weeks of starting in South Miami, Tim called Frank to let him know that John was
sleeping in his service vehicle near Tim’s house. Tim went on to say that he was disappointed in
Frank for letting this happen, and he wanted Frank to drive over and suspend John
immediately. Tim was always quick to respond with harsh discipline, and this incident was no
different. Frank drove up and found John 10 miles from his dispatched location, sitting near
Tim’s house. He asked John to head back to the work location where he asked him to go home
for the rest of the day. Frank then went over to Tim’s office to discuss John and his history. Tim
had just finished the transfer documents for John and explained John’s personnel record to
Frank. John had several incidents of being off the job site. He had moved up the disciplinary
stages from several “formal counseling’s” to a few “warnings” and even a prior “suspension”.
Tim had several arguments with John in the past, and he had found John a few times at
CompUSA and other hideouts when Tim followed him. Tim made it very clear to Frank that he
never liked or trusted John. Tim also commented that John knew his job very well, as he
witnessed on several post inspections, but John had no motivation. Frank agreed to report any
other incidents to Tim and left his office.
The next day Frank had an informal meeting with John and Danny Gards, the union
representative in the crew. Frank stated he was concerned with John’s actions and did not want
to see it happen again. He documented the meeting carefully and set clear expectations for
John, including being on his job site and awake when he should be. After the meeting John
went to work and Frank stayed and spoke to Danny. Frank explained his goal was to see John
improve, and to avoid anymore of Tim’s attention towards the group. Danny agreed, and said
he will have a talk with him. Two days later though, while Frank was checking his vehicles’
locations in GPS, he saw John’s van at the Publix around the corner at 8:30 AM. Frank drove
over and found John’s company vehicle unlocked and several miles from his work location.
Frank waited for John in the parking lot. It appeared John had made it a habit to stop by for
breakfast every morning before his first work ticket, against company policy. After leaving,
Frank called Tim and let him know what had occurred. Tim seemed pleased to get the news,
and told Frank to administer another suspension. Tim made it clear that H.R. could not support
a termination at this point. The next morning, Frank suspended John for misconduct with Danny
present, once again clearly explaining what had happened and what was expected of him. John
did not approach the union on any of these actions. He would usually nod his head and go
quietly. This time, Danny took John into a separate room for a very heated discussion. The
argument could be heard through the walls, as Danny asked John if he wanted his job here. He
also shouted at John, “are you on drugs or something”, “you know this job better than me, you
know how good we have it here”,” do you really want to bring Tim’s attention on our crew”?
Telese 4
The union came out and assured Frank that he would have no resistance from them regarding
any management action taken, beyond their obligation to follow any grievance protocol. Frank
documented all these conversations and occurrences carefully, since this was becoming a
pattern.
One week after that suspension Frank found John six miles from his work site. He was using a
restroom he claimed was cleaner than the other seven John passed to get there. Frank was
furious.
Port, Roberto
General Manager, Network Ops
Miami
Richard, Tim
Manager, DSL I&M Force
DSL-Miami
Bhort, Clarence
Network Manager
DSL-Miami Deres, Lourdes G
Office Assistant
DSL-Miami
Mazelli, Jorge
Network Manager
DSL-Miami
Bonitez, Rafael
Supervisor,I&M Group
DSL-Miami
Hyalt, Bryan
Network Manager
DSL-Miami
Dobbs, Frank
Supervisor,I&M Group
DSL-Miami
Mont, Eddie
Field Technician
DSL Miami
Dige, Kenneth
Field Technician
DSL Miami
Barvis, Perry
Network Manager
DSL-Miami
Thomas, Kenneth
Project Manager,I&M
DSL-Miami
Ruiz, Rogelio
Supervisor,I&M Group
DSL-Miami
Harris, David C.
Specialist-Ntwk Ops Support
DSL-Miami
Nova, Tom
Field Technician
DSL Miami
Gards, Danny
Field Technician
DSL Miami
Roche, Denny
Field Technician
DSL Miami
Berre, John
Field Technician
DSL Miami
Ray, Kacy
Field Technician
DSL Miami
Armen, Jorge
Field Technician
DSL Miami
Selles, Terri
Field Technician
Florida
Meyers, Steve
Field Technician
DSL Miami
Brandt, Lynn
Field Technician
DSL Miami
Dixon, Tony
Field Technician
DSL Miami
Coleman, Bill
Field Technician
DSL Miami
Pias, Magda
Field Technician
DSL Miami
Sturr, Kathy
Field Technician
DSL Miami
Delgado, Robert
Field Technician
DSL Miami
Duran, paul
Field Technician
DSL Miami
King, Peter
Field Technician
DSL Miami
Lacross, Josie
Field Technician
DSL Miami
Aguado, Dagoberto F.
Supervisor,I&M Group
DSL-Miami
Alzer, Duke
Chairman, President and CEO
Telese Corporation
Tom L. Smith
SENIOR VP - NETWORK SVS
Network Field
Robert D. Elk
General Manager - Operations
LD Operations
Robert D. Daniel
SR VP - CONSUMER MKTS
Consumer Markets
Riguez, Juan
Supervisor,I&M Group
DSL-Miami
Brach, Macci
Engineering Director,
Planning And Provisioning
Miami
Telese 5
II. Analysis
In order to analyze this case, I will focus on a few aspects of organizational behavior. The focus
will be on personality, perception, group process, motivation and leadership. The analysis will
focus on the elements that led to the characters’ actions, and will lead to recommendations
towards Frank’s best course of action.
A. Analysis – Personality
Successfully managing individuals depends on having an understanding of differences of
personality. Personality plays a key role in recruiting, selecting and training, which in
turn contributes to performance factors.1 In order to understand the dynamics between
each of the characters, I wanted to start by illustrating how each of them demonstrated
the five dimensions of personality. 2
1. Tim’s (Area Manager) 5 dimensions
Conscientiousness Extraversion-
Introversion
Agreeableness Emotional
Stability
Openness to
Experience Dependable Outgoing Arguable Stressed Narrow
Interests- Tim had demonstrated his tendency to argue early on in the case. He also
approached Frank in a very open fashion when he found John sleeping, certainly in
line with an extrovert. Tim’s stressed nature may have also contributed to the
outburst. Tim was under a lot of pressure, since he had such a large area of
responsibility.
2. Frank’s (supervisor) 5 Dimensions
Conscientiousness Extraversion-
Introversion
Agreeableness Emotional
Stability
Openness to
Experience Dependable Reserved/Shy Agreeable Content/stable Broad interests
Frank may have been too agreeable, which may have contributed to the amount of
suspensions instead of terminating. Frank’s introverted nature was likely the cause
of the frustration and his anger over the last incident. He did not show any of this
frustration earlier in the case, which could have been bottled up until he was fed up.
His openness to experience was highlighted briefly with his interest to build new
non-traditional work relationships to foster a better work environment, like
1 Dr. Linda L. Neider. “Managing People.” Managing Responsible Behavior in Organizations (course pack) Fall 2006. 9.
2 Jerald Greenberg. Managing Behavior in Organizations Fourth Edition. New Jersey: Pearson, Prentice Hall, 2005. 75.
Telese 6
engaging the informal leaders in the group. Also, a narrow focus would not consider
changing behavior, only discipline.
3. John’s (technician) 5 Dimensions
Conscientiousness Extraversion-
Introversion
Agreeableness Emotional
Stability
Openness to
Experience Unpredictable Reserved/Shy Agreeable anxiety/stressed Narrow
interests John was quietly defiant and unpredictable. His lack of union involvement and
absence of argument throughout the case was probably due to his agreeable and
shy personality. His consistent misconduct demonstrated his low conscientiousness.
Other symptoms of this are visible in this case such as: laziness (sleeping on the job),
and unreliability (going to breakfast).3
B. Perception and Biases
This case demonstrated several of the effects biases can have on performance. It started
with Tim’s outburst toward Frank when he found John sleeping. Tim assumed Frank was
aware of all of the specifics behind John’s past; therefore, his perception was that the
fault rested with Frank. This then led to Tim’s disappointment with Frank. This is
described as the elements of perception, where assumption leads to perception then to
feelings.4 Some of the Biases seen here are the Horn, Contrast and Leniency biases.
Some of which led to a negative Pygmalion effect, which may have contributed to the
constant misconduct.
1. Tim’s Biases
In this scenario, Tim showed a strong horn bias towards John, stating that he
never trusted him and would follow him to find him in places away from his job
sites. Also, his initial advice to Frank was a word of caution about John. He even
used the term “trouble maker”. Later on in the case Tim seemed pleased when
receiving news about John’s misconduct, as if he had received additional
reinforcement of his perceptions.5 Tim may have passed this Horn effect onto
Frank, and also added to the negative Pygmalion effect.
3 Jerald Greenberg. Managing Behavior in Organizations Fourth Edition. New Jersey: Pearson, Prentice Hall, 2005. 75.
4 Dr. Linda L. Neider. “Perception.” Managing Responsible Behavior in Organizations (course pack) Fall 2006. 26.
5 Dr. Linda L. Neider. “Bruner’s model.” Managing Responsible Behavior in Organizations (course pack) Fall 2006. 29.
Telese 7
2. Frank’s Biases
Frank initially seemed to show some leniency bias when he first received John.
The case stated that he would give employees the benefit of the doubt;
regardless of the warning he was given. There may have been some contrast bias
as the misconduct grew, since all of his other employees were good employees
and this was his first serious disciplinary problem. Also, the negative Pygmalion
effect started again in this new crew with John’s sleeping incident. The more
Frank expected conduct issues from John, the more occurrences there were.
According to the Set-Up-to-Fail Syndrome by Jean-Francois Manzoni and Jean-
Louis Barsoux, unsatisfactory conduct can be largely the boss’s fault, by setting
up underperformers on a path to failure.6
C. Group Process
Although it was not mentioned in depth in the case, there was some group dynamics
involved here. Frank mentioned that he used elements of the group to develop the
group cohesion, and that played a part in the case. This would be considered a formal
group with a command group structure. Some of the elements that are relevant here
are the stages of group development, group size, cohesiveness, group norms and roles.
1. Group Development
Since it was mentioned that “Frank had created a good atmosphere for his
technicians, and everyone (excluding John) had always worked well together”, it
may be assumed that the group had reached the “performing” phase before the
move south. This may have been thrown back into the “storming” phase due to
the introduction of a new member7. There was also some affective intragroup
conflict mentioned in the case when Danny asked John if he was on drugs. It may
also be assumed if the union was upset with John, so were other represented
employees in the group. This transparency is found in almost any represented
labor force. This would certainly have caused additional conflict with the others.
6 Jean-Francois Manzoni and Jean-Louis Barsoux. “The Set-Up-to-Fail Syndrome.” Harvard Business Review Massachusetts:
Harvard, March – April 1998
7 Dr. Linda L. Neider. “Stages of Group Development.” Managing Responsible Behavior in Organizations (course pack) Fall 2006.
54.
Telese 8
2. Group Size
The size of the group (19) may have led to the formation of the informal leaders.
It stated that frank would use his informal leaders (Danny) to help him with
behavioral issues, like John.
3. Cohesiveness
Some of the elements that lead to cohesion existed here. They were all located
in the same location, so they would have plenty of communication
opportunities. Also, with a represented work force, communication is usually
strong between the members. They felt the external threat was Tim. The group
was isolated from the rest of the DSL employees in a new work center. It was
also mentioned earlier that the crew had achieved some group success working
together, which may have been the result of an effective leader.8
4. Group Roles and Norms
In the case, Frank was the formal leader within the group, while Danny was the
informal leader. John had become the deviant by violating one of the established
norms. This norm was, avoiding any negative attention from Tim (he was caught
by Tim sleeping). There also appeared to be another norm that was pointed out.
Frank would go to Danny at times when he needed help to change a behavioral
issue.
D. Motivation
When I look at motivation theory, the first thing I would like to mention is the effect of
inequity if we were to apply the Equity Theory9. From John’s perspective, he is getting
equal pay and benefits for less work then his coworkers. This is balanced though, by the
disciplinary actions. When it comes to Goal setting theory:
Must have specific goals: Frank “set clear expectations for John, including being on his job site when he should be.”
Goals must be challenging: John would need be at work more (actually working)
Goals must be accepted: No indication except the continued behavior may indicate a lack of acceptance
Must have knowledge of results: John’s received clear feedback each time he failed
8 Dr. Linda L. Neider. “Cohesiveness.” Managing Responsible Behavior in Organizations (course pack) Fall 2006. 55.
9 Dr. Linda L. Neider. “Equity Theory.” Managing Responsible Behavior in Organizations (course pack) Fall 2006. 42.
Telese 9
In the article Managing Interpersonal Feedback, they state that three conditions are
needed to establish norms for the feedback process: the feedback must be specific, it
must be accepted and the person must be able to do something about it.10 In the case,
Frank’s feedback is clear and specific. It is also possible for John to meet the
expectations, but there is no indication that Frank tried to discover if John accepted the
feedback.
E. Leadership
According to Hershey and Blanchard’s Life Cycle Theory, employee maturity is
determined along 2 dimensions11: people orientation and
task orientation. Applying this to the case, one could deduce
that John needed high relationship support and low task
support. This would require a “participating” approach.
Greenberg stated in Managing Behavior in Organizations:
“(it) works well in such situations because it allows followers
to share their expertise while enhancing their desire to
perform.”12 There were 2 comments that showed John’s high
skill level. The first was when Tim commented that his post
inspections revealed his task knowledge. The other was when
Danny yelled that John knew the job better than he did. The
low will (relationship) factor was illustrated in the constant behavior. It appeared Frank
did focus on behavior, and there was no discussion about skill issues.13
10
“Managing Interpersonal Feedback.” Harvard Business Review Massachusetts: Harvard, March 1998
11 Dr. Linda L. Neider. “Life Cycle Theory.” Managing Responsible Behavior in Organizations (course pack & notes) Fall, 2006. 80.
12 Jerald Greenberg. Managing Behavior in Organizations Fourth Edition. New Jersey: Pearson, Prentice Hall, 2005. 376.
13 Chun Wei Choo. “Management of Information Organizations” Picture acquired from the internet site:
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/. on March 21, 2007. University of Toronto
Telese 10
III. Recommendations
There are several alternatives Frank could follow. I have listed 10 below, and provided a
recommendation below that table.
Recommendations Pros Cons 1. Frank allows the behavior to
continue without taking action Frank avoids confrontation with John
Tim disciplines Frank for his lack of action
Frank’s crew interpret John’s ability to slack-off without any consequences as inequity (equity theory) and the others start contributing a lot less
Frank losses credibility
2. Frank quickly suspends John again
Provides some feedback for John’s behavior (goal setting theory)
Frank’s crew interpret John’s ability to slack-off with relatively little consequence as inequity (equity theory) and the others start contributing less
Frank will have a hard time showing the others the rewards of working hard (Expectancy Theory)
3. Frank challenges H.R. and presses for termination
Sets an example for the rest
No more energy spent on managing John
Behavior was never changed just eliminated
4. Frank tells Danny to have the crew handle it informally
The pressure for the group may help with cohesion
Frank avoids confrontation with John
Frank losses credibility and the ability to lead the group himself
5. Frank follows John everywhere John will never be off his jobsite
Perpetuates the negative Pygmalion effect
Frank will be ineffective to lead the others, with all his energy placed on John
Telese 11
Recommendations Pros Cons 6. Frank tells Tim to handle it Frank avoids confrontation
with John Tim looses respect for Frank
Frank losses credibility and the ability to lead the group himself
7. Frank creates a developmental plan with John in writing with daily goals and monitoring
May motivate John to change his behavior
May be too late
May cause animosity with others if not administered with discipline
8. Frank rides with John for a day to discuss goals and identify issues
May motivate John to change his behavior
Will allow Frank to bond with John and gain his acceptance to feedback
May be too late
May cause animosity with others if not administered with discipline
Determined will issue, and riding may only identify skill issues (need to be sensitive to other signs to be effective)
9. Frank Quits Frank never needs to decide John’s fate, nor expend any additional energy on him
He will be unemployed and lose his confidence
10. Frank has John moved to a more controlled environment where he is in an office setting, i.e., the dispatch center
John will not have the opportunity to travel to breakfast or sleep on the job
John will have to change his behavior by default
John may find other ways to avoid work
Frank will be passing the issue to someone else
My recommendation in this case involves a blended approach. I feel Frank needs to try to
evaluate the cause of the misconduct. Since there are others working for Frank, there are
certain norms that should be present to regulate the team. One of the norms that should be
reinforced in the scenario is calling out errant behavior14. Under the circumstances, the primary
action frank should take is to issue a suspension (option 2) within 2 days. After issuing another
suspension, Frank should exercise option 8 soon(ride with John for a day) within a week. This
will allow for an opportunity for Frank to get to know John and see if there are any missing
14
Vanessa Urch Druskat and Steven B. Wolff. “Building the Emotional intelligence of groups.” Harvard Business Review
Massachusetts: Harvard, March 1998
Telese 12
hygienes or motivators leading to his behavior (Hertzberg)15. Although it may be fruitless, Frank
can use it to further strengthen his documentation. This experience may also lead to John
accepting Frank’s feedback (Goal Setting Theory)16. This element appeared to be missing from
Frank’s feedback in the case.
After they arrive back to the office Frank should sit down with John discuss issues and create an
action/developmental plan (option 7). He should start by discussing John’s strengths, his
knowledge of the job. Frank should then communicate John’s struggles, the specific incidents of
misconduct. Frank should instill a sense of urgency regarding John’s improvement, since the
behavior has continued for so long. Frank should express confidence that John can turn it
around. Frank should then ask for any feedback John would like to provide. Frank should be
aware of John’s introverted nature and remain quiet until John speaks. Then Frank should write
some expectations (be on his job when he should be, call Frank for any exceptions), set timeline
(must immediate improvement), and explain how he will provide feedback to John (daily GPS
reports). After the exchange they both sign the developmental plan. This approach is the “tell
and listen” approach to feedback17, and given John’s agreeable traits, I think it is the best style
to use. By giving John the opportunity to actively participate in his developmental plan, it may
start to negate the “set up to fail” cycle Tim started. It may even generate the change Frank is
looking for. Due to John’s persistent misconduct, there will be very little flexibility in any action
plan, but the action plan serves two purposes. First, it is the right way to approach John about
his behavior. Second, it provides additional documentation illustrating attempts were made to
change behavior, which is crucial when disciplining represented employees.
If none of these options are successful, Frank will need to terminate John immediately (option
3)if there is another serious incident . If he is unable to terminate John, due to H.R.’s lack of
support, he may need to move John to an environment with more controls, like an office or
dispatch center (option 10). This may be considered an easy out, and cause motivation issues
with other employees; therefore, it should only be used as a last alternative. Also, it should only
be exercised as the settlement of a grievance with the union, since grievance settlements are
not considered “precedent setting” events.
15
Dr. Linda L. Neider. “Two Factor Theory.” Managing Responsible Behavior in Organizations (course pack) Fall 2006. 38.
16 Dr. Linda L. Neider. “Goal Setting Theory.” Managing Responsible Behavior in Organizations (course pack) Fall 2006. 49.
17 Dr. Linda L. Neider. “Giving Feedback.” Managing Responsible Behavior in Organizations (class notes) Fall 2006.