INSTRUCTOR:
Dr Akhras Chukri
Team Members:
Ayoub Rajeh
ID: 12180334
Tala Abou Okdeh
ID: 12190183
Theresa Pia Fikany
ID: 12210441
Wajeb Azzam
ID: 22030230
FINAL CASE
ASSESSMENT
Leadership MGT390 A | Fall 2022-2023
Yasmine Naim
ID: 12202030
Case 1
1. Before and through his promotion, Ted has been dealing with all kinds of customers, and
his abilities have been approved by his manager, Janice. All this means that he knows
what he’s doing and is experienced in the field he’s in.
As a good employee, he follows business policy, and that means he wasn’t going to
refund that customer no matter how small the fee was because this case was beyond the
notification period. Which means it wasn’t Ted’s fault, he was clearly just doing his job
and even spoke to the customer calmly.
Both the teller and Judy Miller’s behavior were very unprofessional. She exhibited a case
of insolence whereas she mocked another employee’s behavior. They also publicly
disagreed with the business’s collection fee policy which would mean they’re not in
agreement with the work’s policy or aren’t even aware of it. Such a problem should be
spoken of in a common meeting to maybe remind all employees of the company’s
obviously disregarded business laws and goals.
2. As mentioned, employees seem to not know the business’s policy and went ahead of
themselves to disagree with an assistant manager’s right behavior. Therefore, the bank
must enforce its policy to its employees and train them so that they will know how to
handle future interactions with unsatisfied customers as well as respect one another
because that is standard behavior in the workplace. If not followed, standards should be
enforced through disciplinary action.
3. Insubordination is an act of defiance or the refusal to obey authority. In this case, Judy is
a new employee and might not be familiar with the company’s standards, and her actions
were leaning more towards insolence which is disrespect or inappropriate behavior
towards a supervisor.
4. Ted should look into this situation by questioning the people who were closer to the
scene and see if Judy’s words and behavior was as true as described by the one who
reported it. If it is confirmed Ted should respond to this situation by facing Judy, asking
for her side of the story and give her a lecture on proper behavior. And in case it is
doable, call a staff meeting to discuss this incident so it does not repeat itself.
Case 2
1. Ted is losing control over his team. Judy and the others are avoiding Ted even after he
carefully spoke to Judy. It is as if they’re choosing to team up with a new leader instead
of following the one they were appointed to.
2. As we know, Judy already resents Ted for his higher position. Ted decided to keep it
quiet and let Judy be for her previous mistake which made her feel looked down on,
mostly because he was correcting her in front of other people instead of somewhere else
with proper privacy.
3. Ted should patch up the situation. Starting with asking Judy to meet with him in private
to apologize for his lack of thinking and say that he should’ve corrected her in a better
setting as well as clear up his side of the previous situation as well as ask hers and what
exactly she thinks has been happening as well as his intentions. By doing that he will
know how Judy thinks and in case of a misunderstanding will be able to clear it up. He
should also mention the lack of understanding happening within the staff members and
her hostility towards him that have been unacceptable because as an assistant manager, he
deserves the bare minimum of respect he is not being given. Now that he does mention
the behavior he can also continue with the disciplinary actions.
Case 3
1. Ted was accusing Judy without knowing her side of the story nor asking other employees
for the full story. He should have been logical and assertive just to keep Judy from having
a rampage like she did. Something like “Can you please explain what has been
displeasing the tellers and yourselves? I would like to resolve this so that we can fix our
environment so that everyone can be on the same page.
2. With the staff that remains: Ted should call a fast meeting with the employees to clarify
what occurred.
In notifying Human Resources: No matter the recent behavior, Judy is a very capable
employee, and can recover from this. So HR should be notified of the recent incident and
can be taken from there but Ted should of course mention that she is good for the
company and should be given a needed break.
With Judy Miller: Human Resources should write her a written confirmation to remove
her from the system and find replacement if she decides to not come back but, in the
instance, where she declines her resignation, HR should convey that the bank will give
her time to think it through and come back to her job if she wishes it.