4.

What were the critical events or “choice points” Rinaldi encountered over her six months
at Potomac Waters? What could she have done differently?

Martha currently has a high need for recognition and does not read well the employees of
Generation X ; if she can't fix these aspects, I think it's in her best interest to stick to the fun,
relaxed organizational culture of Deep Dish. When Martha needs a discussion with Natalie, she
should ask if Natalie has sufficient free time to schedule a meeting. Natalie communicates
consistently via email. Martha should try to send her an email for the answer when Martha
needs guidance from Natalie. It's important not to interrupt Natalie several times throughout
the day, and email is also a way to eliminate it. Providing Jamie with a progress report can help
reduce the likeliness of assigning multiple projects simultaneously. If a deadline can not be met,
immediately let them know and propose a solution. If requests are not responded to, follow-up
can help Martha get a response and keep track of projects. She should ask for more substantial
work to add value to the team when Martha wants more important tasks. She needs to show
Natalie and Jamie that by taking control of the issues she is able to handle, she can solve
problems with minimal guidance instead of asking them for their input. During disputes, Jamie
appears to be stereotyping MBAs as "arrogant" and "know - it - all." For him, cases of disputes
could trigger his prejudice, as Paul (1998) recalls that encounters, called automatic processing,
can sometimes trigger stereotypes. Martha should respond in this instance in a way that would
make Jamie aware of his rudeness. Martha is supposed to say, "I am arrogant?!" Or "I am all -
knowing?!" Practicing all these actions will help improve her relationship with Jamie and Natalie
and make her an organization's more effective worker.
5. Should she try to salvage her situation, or decide to leave Potomac Waters? If she decides
to stay, what should she do about her relationship with Follet? With Vaughan? With
Berman?

Central issue: The central issue here is the problem of communication and bad relationship
between the three Follet, Martha Rilandi and Vaughan.As she continued to try to move
forward, she was continually disappointed by unmet promises.She was not getting
training, her voice went unheard, and she was struggling to get along withher immediate
supervisors.Rinaldi is frustrated by her relationships with her boss Follet and a close co-
worker Vaughan.Even though she works hard to please her manager, she has received a
negative performance evaluation for her first four months. Given this situation, she faced the
personal dilemma of whether to goto the VP of Marketing, Berman and ask to be moved to
a different brand or leave the company altogetherand start over with the company she had
originally turned down. According to our group discussion we will suggest Rilandi not to
leave thejob and to improve her influencing skill, communication, interpersonal relationship
and team building skill.

Rilandi is from generation Y and of Type A personality. Generation Y like to take

responsibility and prove themselves. They expect respect rather than money. They have
strong feeling for success. And personality A people are impatient and preoccupied with
work. So, Rilandi should know her generation difference and personality type to better
understand her boss who is from Generation X. She is only six months to the organisation, so
should take her time to better understand the organizational functions and relationships. She
should frequently meet with Fullet, not just coming to her office but formally asking through
mail when she can meet her, have a chat with her and to know the expectations, so that better
communication, personal and proffessional relationships can be maintained. Rilandi should
continuously update Fullet about all the jobs she is handling, so that horizontal job loading
will not occur. She should take into loop to Fullet whenever she is dealing with Vaughan.

As per discussion in case as Vaughan a generation X (they are easy-going, independent, and
creative; they may object to the system; they are suspicious and impatient), co-worker who is
not so cooperating, so Rilandi should focus more on creating interpersonal relationship with
Jimme, because to succeed in professional life she has to learn many things from him as
assigned by Fullet to gain maximum knowledge from him. The better way to create
interpersonal relationship with a peer is the informal meetings. She should talk more with
Vaughan and let him know what jobs she is handling right now, what will be her next job and
so on. She should create a win-win situation where she can gain maximum knowledge for
him and of her every communications she should make a loop to Fullet.

Regarding relationship with Verman as he is the head of the department Rilandi should
casually drop in sometime to update her shortcomings in personal and professional life. She
should take major feedbacks to improve her professional skills.

I would recommend a better working environment for Martha. First, to help improve her working
relationship with Natalie and Jamie. Taking these steps can help to understand differences between
generations and better manage relationships with co-workers of her generation X. She should take
this step in the beginning because within the organization it wouldn't reflect badly on her at all.
Furthermore, the ability to work well with Natalie and Jamie would demonstrate to the higher - ups
that she has strong management skills, which can then lead to promotion to a management role. If it
is not possible to make progress, Martha should contact Deep Dish and try to get the previous job
offer. Moving to another department has no guarantee of improvement and is likely to create a
difficult stereotype to work with ; this stereotype could hinder the company's progress. Martha
currently has a high need for recognition and does not read well the employees of Generation X ; if
she can't fix these aspects, I think it's in her best interest to stick to the fun, relaxed organizational
culture of Deep Dish.