Role play

I have provided a role play situation. Write an analyses of how the following role play would play out in a real world situation. The analyses should be on a role play in which you acted as an observer. This memo should include the same basic information as the supervisor memo but should be written from the perspective of a neutral observer. It should also include your perception of the effectiveness of the interaction, difficulties encountered, pitfalls avoided etc. (NOTE: the purpose of this analysis is to learn from your analysis of another person’s behavior, so be frank).

The analyses should be of your observations during a role play in which you are the Observer. Assume that, as part of the organization’s 360-degree appraisal process, you have been asked to provide written feedback to the person who acted as supervisor. This analysis should also be written as a formal business memo, but should be directed to the supervisor’s mentor, with a copy going to the supervisor. The analysis should be addressed to your mentor. I have attached a sample memo. Feel free to replace the words in the sample memo with your own words.

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In this memo, outline:

· Your perception (as an observer) of the situation

· The action(s) taken and why you think they were taken.

· What you expected to happen

· The subordinate’s response (what actually happened)

· What (retrospectively) you would have been done differently

· How the manager performed on each of the behavioral skills with an indication of what you think he/she did well and where you think they could improve

· Anything else that still should be done (i.e., follow up meetings)

· What you learned from the exercise as a whole

For maximum points, provide a clear summary of your analysis and clearly state the outcome of the interaction. Include details describing actions taken and supporting reasons why. Include a clear description of the expectations as a result of implementing the action plan. Include a clear description of what happened and the subordinate’s response during the interaction with the subordinate, include a thoughtful retrospective of what didn’t work as well as you would have liked and, in hindsight, what you would have done differently and why and/or how you could have more successfully applied related behavioral skills. Address each item on the behavioral checklist with an indication of what you think you did well and where you think you could have improved your application of the related behavioral skills. Describe what further step(s) should be taken to manage the situation and why. Describe what you learned from the feedback (pretend you received some feedback). Provide a clear summary of what you learned from the exercise supported by the analysis performed in the above steps.

The role play is below:

What’s a Fair Pay Increase for Lisa?

Actors. Terry (department supervisor) and Dale (Terry’s boss)

Situation. Terry and Dale work for Nike in Portland, Oregon. Terry supervises a research laboratory. Dale is the manager of research and development. Terry and Dale are former college runners who have worked for Nike for more than 6 years. Dale has been Terry’s boss for 2 years. One of Terry’s employees, Lisa Roland, has greatly impressed Terry. Lisa was hired 11 months ago. She is 25 years old and holds a master’s degree in mechanical engineering. Her entry-level salary was $52,500 a year. She was told by Terry that in accordance with corporate policy, she would receive an initial performance evaluation at 6 months and a comprehensive review after 1 year. Based on her performance record, Lisa was told she could expect a salary adjustment at the time of the 1-year evaluation. Terry’s evaluation of Lisa after 6 months was very positive. Terry commented on the long hours Lisa was putting in, her cooperative spirit, the fact that others in the lab enjoyed working with her, and that she was making an immediate, positive impact on the projects she had been assigned. Now that Lisa’s first anniversary is coming up, Terry has again reviewed Lisa’s performance. Terry thinks Lisa might be the best new person the R&D group has ever hired. After only a year, Terry has rated Lisa as the number-three performer in a department of 11. Salaries in the department vary greatly. Terry, for instance, has a basic salary of $77,000, plus eligibility for a bonus that might add another $5,000–8,000 a year. The salary range of the 11 department members is $46,400–71,350. The lowest salary is a recent hire with a bachelor’s degree in physics. The two people that Terry has rated above Lisa earn base salaries of $67,700 and $71,350. They’re both 27 years old and have been at Nike for 3 and 4 years, respectively. The median salary in Terry’s department is $62,660.

Terry’s Role. You want to give Lisa a big raise. Although she’s young, she has proven to be an excellent addition to the department. You don’t want to lose her. More important, she knows in general what other people in the department are earning and she thinks she’s underpaid. The company typically gives 1-year raises of 5 percent, although 10 percent is not unusual and 20–30 percent increases have been approved on occasion. You’d like to get Lisa as large an increase as Dale will approve.

Dale’s Role. All of your supervisors typically try to squeeze you for as much money as they can for their people. You understand this because you did the same thing when you were a supervisor. However, your boss wants to keep a lid on costs. He wants you to keep raises for recent hires generally in the 5–8 percent range. In fact, he’s sent a memo to all managers and supervisors saying this. However, your boss is also concerned with equity and paying people what they’re worth. You feel assured that he will support any salary recommendation you make, as long as it can be justified. Your goal, consistent with cost reduction, is to keep salary increases as low as possible. Terry has a meeting scheduled with Dale to discuss Lisa’s performance review and salary adjustment.

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