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Styles and Forces of Influence
Natalie Y. Williams
Nov 11, 00
Assignment Workshop
Styles and Forces
Styles and Forces of Influence
Setting
There is car dealership that is having a problem in the accounting office. This dealership has two stores one in Tampa and the other in Clearwater. Both accounting offices are run by on office manager. The office manager is mainly at the Tampa store. She comes to the Clearwater store maybe once a week. There are eight people in the Tampa office verses the three for the Clearwater office. Both offices are expected to run the same, even though there are less people in the Clearwater office. The Tampa office has a file clerk and office assistant, which the Clearwater store does not. There is a general us against them theme. If someone from the Tampa store does something wrong or something that the Clearwater store doesn't agree with there tends to be great tension between the two. The Tampa store does more business than the Clearwater store, because of its location. There seems to be more car deals processed in the Tampa store, yet more service is done at the Clearwater store. But accounting is generally the same. There are more repair orders processed for service in Clearwater, yet the same amount of filing that needs to be accomplished. All of which is to be done by the three people in the accounting office. But when it comes to manpower the Clearwater store is sadly lacking, yet they are expected to still accomplish their regular duties plus whatever else needs to be done. The titles clerk also has to process mail and help the billing clerk. Where there are two billers in the Tampa store, one for new vehicle and one for pre owned, the Clearwater store has one. There is an inventory person in place at both dealerships; both handle the vehicle inventory, new and pre owned, and daily deposit of money received each day. The Clearwater inventory person also is expected to order supplies, file and whatever else needs to be done. Where as the Tampa inventory person only worries about the inventory and daily deposit. The Clearwater office is expected to preform more duties, yet are paid at the same rate as their counter parts in Tampa. There have been some problems that have arisen because of this.
Framing both sides
For the employees in the Clearwater store there is a sense of doing more work for less pay, as they are required to keep up with the Tampa office. They are feeling a little used and under appreciated, almost like they are the red headed stepchildren of the operation. They see the Tampa office as the favorite children. They are doing twice the work and not being compensated for it.
For management there doesn't seem to be a problem. They are not in the Clearwater office enough to see there is a problem. In their eyes the work is getting done so there cannot be an issue. They assume that the employees are capable and content with the arrangement. Why would management hire more workers if the work were getting done with the amount that they now employ? They can't see the stress that the situation is putting on the employees in the Clearwater store.
Types of Thinking
The management is using the logical way of thinking. The work is getting done and there doesn't seem to be a need for additional help. The employees in the Clearwater office have been completing the work. There have been no gaps or problems in the paperwork that is handled, there for there is no problem. Logically there is no problem so there is nothing to fix. The management is being influenced by the money factor. Why spend more money on having to pay more people or provide raises for the staff in place when the job is getting done. They see this as a financial issue not a personal one.
Where as the employees of the Clearwater store see this issue as a very personal one. The employees are feeling under appreciated, that the company is not concerned with them in any way shape or form. They are seeing themselves as horses that do the job but are not thought of after the fact. In their minds management see that the work is getting done but are not concerned with how this problem has taken its toll on the employees. They are stressed and irritable. This issue is making their working environment very tense.
Forces of influence
The main force of influence for this particular problem is the economic status. The employees think that management believes they are too important to be concerned with this issue. They are in the mind set that because management won't acknowledge that there is an issue, they must think that they, management, are above such things.
Why should management care if the employees are stressed as long as the work gets done. For them it comes down the bottom line. Is the company profitable? If yes and they can save the cost of raises or additional staff then this is good business. Does more with less is the theme for management in the particular company. If the work gets completed and at a lesser cost then they are happy, doing a good job, in their eyes.
Solution
First the Clearwater employees need to communicate exactly how they perceive the current situation. Let management know that there is a problem. Not expect that management knows that they are not happy with the current situation. They need to explain to management that they are under a lot of stress to keep up with the Tampa store, and that they are in need of either compensation or additional help. Instead of complaining to each other and or other co-workers, the Clearwater employees need to address the issues with management. No one can help solve a problem, of which they are not aware.
After they have spoke with management and made them aware they also should have suggestion of how to solve the issues. They should have rational solution to the problem at hand. By giving management suggestion to fix the problem, they will not sound like they are just complaining but also willing to try to help with the solution.
Second management should make an effort to go to the Clearwater store more often and see what really goes on. They need to be more hands on so that they know how the Clearwater store runs and not how they think it does. The managers need to find out exactly who does what and how long it takes. Find out who is responsible for the each task in the office. Management then needs to if the Clearwater employees under undo stress and is there truly a need of assistance, or compensation. After analysing the problem then they could speak with each member of the staff and find out how that person is feeling and if they are indeed being overworked. When this is accomplished it will give management an accurate view of how the Clearwater store functions. This will assist in their ability to solve the problem.
Communication is the key. If both parties communicate with each other, then the likely hood of this becoming a detrimental problem decreases. If all parties are aware of how the others think them it is easier to avoid small problems escalating into major issues. Communication is the first step to fixing the problem. From there it will be give and take. If the employees are willing to accept overtime pay or compensation of some sort, verses hiring extra help. Which would save the company the cost of benefits and salary for the additional help. Or management could look around the entire company and see if there are other employees that can assist the accounting office with their additional workload. In short if both sides communicate with each other there is a logical and desired solution to the problem.
References
Browne, M. N., Keeley, S. M., McCall, M. W., & Kaplan, R. E. (001). Readings in Critical Thinking. Uniter States of America Pearson Custom Publishing.
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