Symptomatic Intratendinous Ganglion Cyst of Peroneus Tertius

Symptomatic Intratendinous Ganglion Cyst of Peroneus Tertius Symptomatic intratendinous ganglion cyst of the peroneus tertius in an Irish dancer ABSTRACT The case of an 18-year-old female high level Irish dancer who presented with a painful mass at dorsum of the foot is reported. A database search of Medline and PubMed only revealed one such case and it did not result from sport injury. This is the first case of intratendinous ganglion cyst of the peroneus tertius in a dancer reported in a literature. It details the surgical repair, complication and the possible mechanism that can lead to the formation of ganglion cyst in an Irish dancer. INTRODUCTION Ganglion cysts are benign tumour-like masses that arise from the mucinous degeneration of collagen fibers of the tendon and cellular hyperplasia that associated with active secretion of mucin.[1] They characteristically arise either from the synovium of joints or tendon sheaths. We present a case report of an 18-year-old female Irish dancer with a symptomatic intratendinous ganglion cyst of the peroneus tertius. CASE REPORT An 18 year-old female Irish dancer presented with a painful mass in the left foot. (Fig 1) The pain was related to the dorsum of the foot. Worse on dancing and she complained of intermittent paraesthesia over the dorsolateral border of the foot after dancing practice. There was no history of discrete trauma to the foot. She was a high level athlete and had competed at national and international Irish dancing competitions. Examination revealed an oval cystic mass of size 2cm x 3cm. There was an otherwise normal range of movement of the foot and ankle. The superficial peroneal nerve was stretched over the mass, there was no sensory deficit. Plain X-Rays of the foot were normal. MRI (Fig 2) confirmed the presence a mass along the dorsum of the foot consistent with a ganglion cyst closely adjacent to the extensor tendons. There was no evidence of tenosynovitis. The risks and benefits of conservative versus operative treatment were discussed and the patient and her family elected for surgical intervention. A dorsolateral incision was utilised with protection of the superficial peroneal nerve. The ganglion was arising form and adherent to the peroneus tertius tendon (Fig 3). The tendon was salvaged during the operation. It was decided not to perform an ‘en bloc’ resection of the ganglion due to concern about function loss in this high level athlete. Excision of the ganglion by means of longitudinal incision in the tendon was done, followed by repair of the tendon with a running absorbable suture. She made an uneventful recovery and remains well at 12-months follow-up. She has returned to dancing with no symptoms or local recurrence. DISCUSSION The Peroneus Tertius (PT) muscle arises from distal one third of anterior surface of fibula; it may be fused with distal portion of extension digitorum longus, through an interosseous margin. The peroneus tertius tendon is located lateral to the extensor digitorum longus tendon and inserts on the superior surface of the fifth metatarsal base. PT acts as an evertor/dorsiflexor of the foot that works when the foot is off the ground in concert with the other anterior compartment leg muscles.[2] The PT functions to fine tune of the foot position during swing phase which is one of the important movements as a dancer.[2] The incidence of foot and ankle ganglion is between 3-5%.[3] Traditionally, they have been classified according to their site of origin: the tendon sheath, joint, bone or soft tissue.[4] Ganglion cysts have been reported in most joints throughout the body, commonly about the wrist. Intratendinous ganglion cysts arising in the foot are uncommon.[5] The provisional diagnosis of intratendinous ganglion is based on the physical examination by palpation of a distinct mass that moves with tendon excursion. Plain radiographs are often normal and an MRI scan does not always differentiate between a simple ganglion and one that is adherent or arising from a tendon. This has important implications for the patient with regard to pre operative counselling with regard to sacrificing of the tendon or recurrence rates following surgery. Two possible mechanisms of pathogenesis of ganglion cysts have been proposed; internal or external. Internal: Mucoid degeneration of tendon ground substance forming cavities full of vicious fluid which may precipitate an intratendinous ganglion.[4] External: Repetitive friction may result in tenosynovitis in which inflammation may cause ganglion formation within the tendon.[6] In a study of Irish dancers by Walls and colleagues, only 3 ankles out of 18 were considered radiologically normal. Irish dance contains lots of jumps which require a large amount of lower extremity strength and stability. One of the Irish dance moves is to stand â€Å"on toe† with ankles fully plantar flexed and knees extended then jump from this position. They produce sound while moving across the floor when standing â€Å"on toe† by creating enough friction between the shoes and the ground. Thus, the peroneal muscles attempt to compensate. Overuse peroneal muscle for this static stabilizing function and dynamic dance movements may lead to tendonitis and tenosynovitis.[7] The most common injury in female Irish dancers is a stress fracture in which the most common sites are the sesamoids bone (27.7%) and metatarsals (23.1%).[8] Peroneus tertius tendon is one of the tendons that insert at the metatarsal. A spiral fracture of the fifth metatarsal base also known as a ‘Dance fracture’ typically occurs when the dancer rolls ‘off pointe’ or landing on the lateral aspect of the foot after a jump where there is limited bony stability supporting the ankle. Higher demands for stability are placed on the ligaments and peroneal muscles. Ankles sprains are the most common acute injury in Irish dance population.[7] Repetitive sprains have also been linked to increased risk of osteoarthritis and articular degeneration at the ankle.[9] Hence, it may lead to the formation of ganglion cyst. There are two types of shoes worn by Irish dancer which namely â€Å"ghillie†, a soft shoe and â€Å"hard shoe†. The ghillie is very thing, pliable leather shoes with small arch support and thin metatarsal and heel pads. The â€Å"hard shoe† is comparable to a tap shoe. The objective of this shoe is to be loud, powerful, and rhythmical while standing upright. As a result a large amount of pressure is put on the metatarsals and sesamoids. The superficial peroneal nerve descends anterior to the fibula and crosses the ankle joint roughly along the anterior midline. The ganglion cyst may compress the nerve and may result in impairment and loss of aversion. Compression neuropathies of the lower extremity are much less common than the upper extremity and only few cases have been described in the surgical literature since the first description of a neuropathy of the peroneal nerve by Sultan in 1921.[10] Since the exact cause of a ganglion cyst is still unknown, it is difficult to tell how to prevent the formation of intratendinous ganglion cyst. However, early evaluation and treatment are recommended. Surgical excision with careful preservation of the tendon with protection of the nerve gives excellent results. References: 1. Kannus P1 JL. Histopathological changes preceding spontaneous rupture of a tendon. A controlled study of 891 patients. J Bone Joint Surg Am 1991;73(10):1507-25 2. Witvrouw E1 BK, Willems TM, Huysmans J, Broos E, De Clercq D. The significance of peroneus tertius muscle in ankle injuries: a prospective study. . Am J Sports Med 2006;34(7):1159-63 3. Berlin SJ RL, Brown H, Finstein M. Soft Somatic Tumours of the Foot: Diagnosis and Surgical Treatment. New York: Futura Publishing Company, 1976. 4. S.C. Young AF. A case of an intratendinous ganglion, The Journal of Hand Surgery, . J Hand Surg Am 1985;10(5):723-24 5. De R. Cystic degeneration of the peroneus brevis tendon. J Bone Joint Surg Br 1959;41-B(2):362-4 6. Seidman GD MS. Intratendinous ganglia of the hand J Hand Surg Am 1993;18(4):707-10 7. Werber B. Dance medicine of the foot and ankle: a review. Clin Podiatr Med Surg 2011;28(1):137-54 8. Noon M HA, McNamara L, Schimke J. Injury patterns in female Irish dancers. PM R 2010;2(11):1030-4 9. J. H. Functional Anatomy, Pathomechanics, and Pathophysiology of Lateral Ankle Instability. J Athl Train 2002;37(4):364-75 10. Greer-Bayramoglu RJ1 NA, Gan BS. Compression neuropathy of the peroneal nerve secondary to a ganglion cyst. Can J Plast Surg 2008;16(3):181-83

Grow a business: United Airlines Essay

Introduction Today we live in a global community as global citizens where we have become increasingly conscious about sharing the planet with people from other cultures and backgrounds. Not only can we use information technologies to e-mail, phone or fax friends, family and colleagues in other parts of the world, we can also use reliable and regular travel links to visit them, covering vast distances in a matter of hours. Whereas in the past travelling by air was, for many people, an experience more often than not associated with an annual family holiday, today air travel has become a way of life both for business and leisure. This case study focuses upon how United Airlines uses customers’ motivations for different types of services to segment the market and improve its competitiveness. In a service-based industry, customers and the services they require are at the centre of any marketing strategy. Besides offering convenient scheduling throughout its domestic and international routes, United seeks to attract high-yield customers and to earn their preference and loyalty. It has to compete with a range of other carriers across all routes and must decide how it is going to compete. For example, more frequent services, more destinations, more comfortable seating, superior food, lower prices etc. Managers at United Airlines constantly monitor competitor activity in order to maintain its market position whether through prices, schedules or route networks. Although airline travel experienced consistent growth since 1991, its business environment is susceptible to shock events. National governments, which may limit access to certain routes i.e. between Denver and Heathrow, where the Bermuda 2 agreement between the USA and the UK limits the number of carriers. With the help of questionnaires, United Airlines classifies its customers by their motivations. For example, some customers choose United Airlines because of price, while others choose the airline because of schedules, frequent flyer programmes or other forms of service. For United Airlines, successful segmentation enables targeting to take place. Learning outcomes: As a result of carefully reading this case study, students should be  able to: -provide a brief understanding of the notion of global citizenship -learn about the importance of customer service in targeting customers within a service-based industry -understand the principles and practices of market segmentation as well as the operation of a segmentation base -relate process and practices of segmentation to a large service-based business   understand the service life-cycle. Today we live in a global community as global citizens where we have become increasingly conscious about sharing the planet with people from other   cultures and backgrounds. In this global community where so many technologies are shared, distances and time barriers have shrunk. Not only can we use information technologies to e-mail, phone or fax friends, family and colleagues in other parts of the world, we can also use reliable and regular travel links to visit them, covering vast distances in a matter of hours. Whereas in the past travelling by air was, for many people, an experience more often than not associated with an annual family holiday, today air travel has become a way of life both for business and leisure. One frequently quoted estimate is that demand for air travel will double in the next 20 years. As a result more and more people do not just need regular air travel, but also the type of travel that meets their particular needs best. For example, unlike the manufacture of tangible goods such as shampoo or bread that have clear uses, providing travel opportunities is more sophisticated as it involves providing customer service to match the expectations of travel users. This case study focuses upon how United Airlines uses customers’ motivations for different types of services to segment the market and improve its competitiveness. United Airlines was formed in 1927 from four airlines – Boeing Airplane Company National Air Transport, Varney and Pacific Air Transport. From its roots as a USA domestic carrier, United Airlines expanded into international routes to become the world’s second largest air carrier. With hubs in Chicago, Denver, Los Angeles, San Francisco, Washington D.C. and key international gateways in Tokyo, London, Frankfurt, Miami and Toronto, United flies to 117 destinations in 26 countries. These schedules are obviously subject to change. United employs more than 80,000 people worldwide and carries more than 210,000 passengers every day. Its customers  have access to more than 729 destinations around the world through Star Alliance, the leading global airline network. By offering a range of customer-focused products and services, United has become an industry innovator. In a service-based industry, customers and the services they require are at the centre of any marketing strategy .Besides offering convenient scheduling throughout its domestic and international routes, United seeks to attract high-yield customers and to earn their preference and loyalty. It does this by providing a comprehensive network and an attractive frequent-flyer programme with enhanced product/service offerings. A company’s marketing environment can be complex. It includes opportunities that could enhance a business as well as threats from outside the organisation that affect the ability of managers to develop and maintain relationships with customers. United Airlines operates in a competitive market place.It has to compete with a range of other carriers across all routes and must decide how it is going to compete. For example, more frequent services, more destinations, more comfortable seating, superior food, lower prices etc. To compete successfully, United Airlines must provide its customers with greater value and satisfaction than its competitors. This involves finding out what aspects of service most matter to customers and then positioning.its services strongly in those service aspects. Managers at United Airlines constantly monitor competitor activity in order to maintain its market position, whether through prices, schedules or route networks. Although airline travel experienced consistent growth since 1991, its business environment is susceptible to shock events. The events of 11 September 2001 led to a decline in air travel for both business and pleasure. This decline is likely to be temporary, but it has had a huge impact upon airlines like United. Major airlines carry huge fixed costs. Faced with excess capacity, they have had to respond quickly in order to remain profitable. Airline operations are also affected by a number of regulatory bodies such as: * Aviation authorities that monitor maintenance, safety and standards. * The Air Transport Users Council, which promotes the wider interests of passengers. * National governments, which may limit access to certain routes i.e. between Denver and Heathrow, where the Bermuda 2 agreement between the USA and the UK limits the number of carriers. * Office of Fair Trading, which investigates the desirability of potential links between airlines. e.g. between bmi and United Airlines. Within markets, not all customers are the same – they have different tastes and want different things. As a result, particular markets can usually be further divided into discrete segments.Each group consists of people with similar needs and requirements. The organisation then develops strategies that are closely aimed at satisfying each customer group. This process is known as market segmentation. Through segmentation, United Airlines can identify market opportunities and meet it’s marketing objective.Segmentation gives an airline a better understanding of its customers, the services they require, where and when they want those services and how they would prefer to pay for them. United Airlines segments its market so that it can: * identify consumer needs and the proportion of customers who have those needs * develop products and prices to meet these needs * target communications at customers within each segment * allocate funds to support and develop each market opportunity. Market segmentation therefore enables United Airlines to maximise the efficiency of its marketing efforts by moving the company to use a different strategy for each market segment. Segmentation involves dividing up a whole market so that products and services can then be developed for each part of the market. Some companies divide up a market geographically, while others divide markets according to demographic details such as age, gender or occupation. The criteria used to divide the market is known as the marketing base.. United Airlines uses a form of psychographic segmentation to divide up the market for its services. This involves identifying the social class, lifestyles, opinions, interests, behaviour and attitudes of customers. Modern communication systems play a major part in this information-gathering exercise. With the help of questionnaires, United Airlines classifies its customers by their motivations. For example, some customers choose United Airlines because of price, while others choose the airline because of schedules, frequent flyer programmes or other forms of service. For United Airlines, successful segmentation enables targeting to take place. Targeting provides the focus for the activities of the business. It enables promotions and services to be aimed only at those who are most likely to respond positively to them. Passengers are communicated with through email which is becoming a focus for closely target marketing. The United Airlines business model can be compared to the classic 80:20 rule in Pareto’s Analysis. Based on experience of the airline industry, the model assumes that, for airlines offering a high level of service, 80of profit comes from 20of customers. The profit-generating customers are the ones who are prepared to pay a premium price for a premium service. They are the ones that the airline most needs to attract. There are clear differences between domestic segments and global segments. For example, international segments might differ by hours rather than  minutes in the US, and the cost of domestic travel is also significantly lower. In global segments United Airlines identified nine motivational segment profiles. These are: * Global executives: face frequent business travel and enjoy it because of the high level of service. * Schedule optimizers: must reach their destination by a certain time and select their flights accordingly. * Corporate troopers: use an airline and a class of travel that has been chosen for them by their company * Mile accumulators: go out of their way to take flights that will build up their air miles entitlement. * Reluctant travellers: do not enjoy travel and look for services that will make the experience bearable e.g. special privileges and frequent flyer programmes. * Tour takers: want everything arranged for them. * Quality vacationers: treat the travel as part of the holiday experience and so fly with carriers that provide superior services. * Travel seekers: love to travel and seek out new experiences. They want travel to be comfortable. * Frugal flyers: seek out the lowest cost carriers, but still expect their flight experience to be a good one. Having identified these segments, United Airlines had to decide on which ones to concentrate. One key factor was the potential of each sector to generate not only revenue but also profit. In some segments, such as global executives, the customer profile was clear-cut regarding who they were and  what they required so compiling a package of services for them was comparatively straightforward. However, some segments were less responsive to key benefits and it proved harder to identify precisely what they were most looking for. With global executives as the target segments the airline also developed packages for schedule optimizers, mile accumulators, travel seekers, corporate troopers and quality vacationers. Meeting customer needs In an industry in which the service provided is a major form of competition, the most successful airlines will be those who most accurately identify what different segments of their customer base want and are willing to pay for, and then provide it, usually within one aircraft. The end product is complex. For example, United Economy International provides services such as multi-course meals based upon consultation with celebrity chefs, brands name beverages, multi-lingual flight attendants, Mileage Plus ¨ programmes and entertainment systems. The services offered by United Business International and United First International include built-in entertainment centres and a greater amount of private space. In general, depending on the size of the company market position service providers can modify their offer more quickly than manufacturers can alter their products. United Airlines’ ability to fine-tune its services rapidly in response to changing customer needs enables it to retain its market position. Growth strategies also depend on a capacity for ‘rapid response’. Service adjustments may involve, for example: * expanding the range of services for some segments * modifying how a service is delivered * re-repositioning services in chosen segments * differentiating services even further from those of competitors * finding untapped markets for services. Like the product life cycle the service life-cycle needs constant injections of life to extend the growth phase and increase the profitability of the organization. Conclusion United Airlines recognizes that airlines need to be able to respond rapidly to changing customer requirements in what is a complex service industry. The company understands the role of technology in enabling it to amass the data it requires about customer requirements. In a heavily regulated and increasingly competitive market place with good prospects for long term growth, United Airlines successfully uses market segmentation to target distinct customer groups from whom growth opportunities can be developed

What Do We Do with Howard

â€Å"What do we do with Howard? † Synopsis:Tad Pierson had recently been appointed as a project engineer. As project engineer for one of Agrigreen’s plants, he is responsible for the operation of the plant surveying group. For some time now Tad had been aware of some performance, safety, and conflicts with personnel within the group. These issues appear to be escalating in frequency and are causing Tad concern regarding the safety of the employees, the production schedules, and possible actions that he might need to take. Agrigreen, Inc. s a company that manufactures a verity of agricultural fertilizer. With plants located in the western United States and Canada, Agrigreen employs certified surveyors to ensure quality and safety of each project. Eighteen years ago, Agrigreen’s survey crew was composed of part-time drafting personnel or project engineers. Howard Lineberry, a lead surveyor had been employed with Agrigreen for eighteen years. Over his tenure he had been supervised by five different managers, and had three surveyor’s helpers. Howard’s work over the years has caused multiple safety and production issues.He has also had conflicts with the engineering staff, his managers, and almost everyone he worked with. Mel Cutler, a surveyor’s helper, after being employed by the company for only a few years was assigned to assist Howard. Five years into this assignment, Mel began to notice problems due to Howard’s note keeping method. These problems contributed to the production and safety issues with several projects. Later Mel began to notice that Howard was taking an excessive amount of snack breaks, coming to work late and leaving early.He also noticed Howard taking naps on the job. When the opportunity presented itself, Mel accepted a part-time assignment away from Howard. This reassignment resulted in a new surveyor’s helper being assigned, Vince Adam. Vince, an impressible young high school graduate, took on several of Howard’s inappropriate habits. Tad is concerned that the performance, safety, and personnel issues in the plant surveying group is getting out of control and is considering what action(s) that he should take, if any, at this point to intervene and correct the situations.Finding of Fact #1:One of the key issues of concern that Tad faces is the escalating quality of work being performed by Howard. Howard’s inefficient work processes in his note keeping and time management has caused issues in both production as well as safety violations on the job sites. These continual issues have cost Agrigreen in both extra man power to rebuild and delays in production. By examining Howard’s work process Tad can better understand what needs to be done and work toward eliminating these errors. Recommendation #1:Howard’s performance at work is a product of miss management and poor attitude.When Howard was first employed, his manager, Jerry Givens [now r etired], supervised with an iron hand. His management style can best be described as Theory X. Jerry took a command-and-control approach to management based on a negative view of Howard’s knowledge, skills, and ability. [ (Hellriegel & Slocum Jr. , 2008) ] He told Howard what to do and how to do it. Upon Jerry’s retirement, the next manager, Paul Jackson, used the Theory Y approach to management. He took on an empowering approach with Howard. This is where the problem truly began.Howard, with his new found freedom took it upon his self to improve the process by working directly with the project engineers. Howard’s efforts increased the pace of the work which called for a number of last minute requests and frequent changes in work schedules. By not having an establish plan of action in place, errors were made which cost the company time and money. Over the years, Howard’s performance issues escalated and upon several attempts by different managers, he refused to change. Tad has his work cut out for him.Regardless of how Howard may feel, Tad is still his boss and he is there to work for Agrigreen. Howard’s performance is not acceptable in any manner. While the failures of the previous managers to confront Howard about his performance problems have cost the company money it is now up to Tad to correct this issue. In doing so, there are a few things Tad should keep in mind. First, Tad should have a plan of action as to how he is going to confront this issue. With this plan of action, Tad should set define time as to the expected behaviors and outcomes expected in Howard’s performance.Next, Tad needs to meet with Howard and be specific in defining the poor performance that occurred in the past, and remind Howard when each error occurred. Tad also needs to be specific as to the plan of action and the established time frame to correct these errors as well as the consequences of non conformance. Tad needs to focus on the p erformance required for the job and make sure that he reiterates the guidelines that have been outlined for the workplace. Tad should consider Howard’s personality and how he handles feedback.Regardless of how Howard has been performing, Tad should always be clear and straightforward during his communication with Howard. He needs to focus on the performance which Howard has control. At the conclusion of this meeting, Tad should check Howard’s understanding to avoid any miss communications. After the meeting with Howard, Tad should document this meeting from his notes. He should document the issue and the action that has been taken to correct or eliminate the problems. After summarizing this meeting a copy of Tad’s report should be given to Howard and the original placed in Howard’s file.Finally, timely feedback should be given to Howard as Howard works on improving his performance. Should Tad note that Howard needs additional training, he should check wit h the human resource department for additional training classes, or set Howard with a mentor. Tad should realize that confronting Howard about his poor performance is not going to be easy. But once he has a plan of action in place, he will fine getting Howard back on track is far better for the company than having to replace him. [ (Busines & Legal Reports, 2006) ]The above action is how we handled an employee in our office who was a poor performer. I was set as her mentor, and working one-on-one with her I had to re-train her in our processes to ensure that she had a full understanding as to what was required in performing our job. After a brief three months, she is now producing high quality of work. As a reviewer, this young lady’s work is â€Å"spot on. † She is now off corrective action and is no longer in jeopardy of losing her job. Finding of Fact #2:The next issue Tad faces is Howard’s attendance.Over the years of Howards’ tenure, he had becom e complacent. He has been increasingly taking additional snack breaks, arriving to work late, leaving work early, as well as fall asleep on the job. For years, under the previous management, Howard’s actions have been over looked. Tad had witnessed several of these company violations, and has also noticed Vince; Howard’s assistant has been following the same pattern as Howard. Recommendation #2:Identifying attendance issues are not a simple process. There may be underlying issues which could be the driver of Howard’s absenteeism.Tad needs to first research the company’s policy and gain a full understanding of what he can and cannot do to resolve the issue. Tad also needs to consult with the human resource department as well as the legal department to understand and educate himself on the potential legal issues that also are involved. Once Tad had educated himself, he needs to approach Howard to determine if there are underline reasons for the continuing a ttendance issues. It depends on why the Howard is late, absent, or taking frequent breaks will drive the action that Tad needs to take.During Tad’s conversation with Howard, if it is determined that the reason for this attendance problem is caused by some type of stress issues, violence and or family problem Tad may need to refer Howard to the Employee Assistance program (EAP) for assistance. If the reason is medical, Tad may suggest Howard use the benefits allowed to him under the American’s with disability Act (ADA) or the Family and Medical Leave Act (FMLA). Should the outcome be something else, Tad may need to take a different approach. (Vikesland) ] A good approach is to counsel with Howard of the important of keeping time and punctuality while driving down the corporate policy and procedures. A â€Å"carrot-and-stick† approach is a time-tested method of dealing with attendance issues. Through this approach, Tad can use a combination of reward and punishmen t. As with the plan of action, Tad created for the production issue, he may wish to either add the attendance issue to the original plan, or write a separate plan of action. Also, Tad should use the same method of communication, documentation, and feedback with this issue as e does with the production issue. [ (Nayab, 2010) ] I work with a person who appears to have an attendance problem. This person comes in at various times during the day. I cannot a test to when she leaves as I’m already on my way home while she is still in the office. At times, I’ve noticed that she takes two sometimes two and a half hour smoke breaks. The issue here is we are exempted employees. Since this person sits next to me I talk with her a great deal, so I know her attendance problem is mostly stress related. I have told her about our EPA program, but she has opted not to take advantage of their services.Finding of Fact #3:The final issue may appear to be one of the hardest for Tad. This is the moral of the plant’s surveying group. For years, Howard’s continued errors and attendance has caused issues with the other employees. Mel Cutler was originally assigned to work with Howard as a surveyor’s helper. A few years ago Mel began working on other projects away from Howard. Now that the temporary assignment is reaching its conclusion, Mel had expressed his concerns with working with Howard. Tad appears to understand, since he has known the original surveyor’s helper Dan Richards and the same concerns were expressed than.There also appears to be concerns being expressed by the engineering crews. It appears that they do not trust the work that Howard produces, and takes additional time (which cost extra money) to verify Howard’s findings. As Howard’s new supervisor, Tad needs to get a clear view of the situation from different perspectives and act on them accordingly. Recommendation #3:The plant surveying group at Agrigreen works closely with the project engineers. For some time now, anxiety, frustration, and resentment has been building in reference to the growing problems with Howard.This appears to be the major cause of the low morale and high levels of employee dissatisfaction within the plant. If left unchecked this issue will only accelerate the problem and the company will lose key personal. When Tad was assigned the group, he knew that there was a continual conflict brewing. He needs to confront this issue head on. This can be accomplished by fostering interpersonal communication within the group. Tad needs to become an active listener by paying attention to the concerns of the group withhold holding judgment on those who chose to share their thoughts.He needs to develop open communication between this cross-functional team. He need to develop clear and specific goals for the team to work through their concerns. As Howard’s performance and attendance issues are protected by employment laws and regulations as well as corporate ethical policies, the solutions to those issues cannot be shared with the team. For this reason, the team must learn to work past these issues knowing that Tad is on top of those concerns. [ (Hellriegel & Slocum Jr. , 2008) ] Conflict at times can be a good thing.However this is not the case with the plant surveying group. Tad will have his work cut out. He not only has to resolve the conflict within his team, but he also need to understand his own personal issues with Howard. Tad needs to get his team together to work through these concerns. He needs to set the stage by working on an agreement within the team that the conflict is a mutual problem for all and that it can best be resolved through open communication rather than allowing the issues to fester. Next, Tad needs to get to the underlying issues and/or concerns of the team.He should ask each team member for their view points and respect their opinions and feelings. He also should express that he will need their cooperation in solving the problems. If the team cannot reach a common perception of the problem, than the team needs to try to see the problem from the other members view point. Sometimes brainstorming sessions are a great way of getting to the key factors of the conflict. This session if worked correctly, is a great tool at working through these conflicts and reaching a viable solution. (Conflict Resolution) ] As for Tad and his interpersonal conflict in reference to Howard, Tad needs to keep his concerns in check while on the job. Now that he is Howard’s boss, additional training may be needed to improve his interpersonal skills. This is what I believe my former manager should be doing. In working with her for the past two years, it has become apparent that she lacks interpersonal skills. Another lady I work with who trained the major of the staff when we first was awarded our contract has more than ten years of experience.When our former manager t alks with her, she comes across as demeaning and at time condescending. It is no wonder why she is no longer a manager. I personally feel that she needs to re-educate herself on how to deal with people.Works Cited Busines & Legal Reports, I. (2006, October 12). 8 Rules for Dealing with Poor Performers. Retrieved December 5, 2010, from HR. BLR. com: http://hr. blr. com/shitepapers/Performance-Termination/Performance-Employee-Appraisal/8-Rules-for-Dealing-with-Poor-Performers/ Conflict Resolution. (n. d. ). Retrieved December 5, 2010, from Mindtools. om: http://www. mindtools. com/pages/article/newLDR_81. htm Hellriegel, D. , & Slocum Jr. , J. W. (2008). MGMT 362: Organizational Behavior Columbia College. Mason, Ohio: Cengage Learning. Nayab, N. (2010, October 10). Strategies for Dealing with Employee Time & Attendance Problems. Retrieved November 5, 2010, from brighthub. com: http://www. brighthub. com/office/human-resources/articles/90380. aspx Vikesland, G. (n. d. ). Ho w to Deal with Employee Absenteeism. Retrieved December 5, 2010, from Employer-Employee. com: http://www. employer-employee. com/absent. html

The Debate Over Video Game Violence Essay - 1734 Words

Controversy surrounds almost every topic and has been around for centuries. Controversial topics usually involve different types of people that have two opposite points of view about a certain topic or idea. The widespread expansion of technology has allowed people all over the world to debate certain topics that they deem to have a correct understanding of. Unsurprisingly, the effect of video games on the human brain has been a controversy since video games were first released decades ago. Video games involve the use of body and mind, which causes the player to be inside of the game, and they can see the world through the eyes of the character of which they play. Some psychologists and other scientists suggest that violent video games†¦show more content†¦This controversial topic has sparked many questions in the technologically evolving world, which cannot be answered without concrete evidence from either side of the debate, but good research can point in the direction o f the side that is more correct. Over 97 percent of American teenagers play video games at an average of 13 hours per week (Greitemeyer Mà ¼gge). With so many young adults playing video games, it would make sense that some of them might already have a psychological disorder that can trigger them to be violent. However, if the a majority of the teenagers studied did not have a previous history of violence or psychiatric disorders in the study, then it might be possible to infer that video game violence and real-life violence might have a correlation. A study suggests that playing video games excessively can affect learning and behavior, but playing pro-social video games increases helping and decreases aggression (Greitemeyer Mà ¼gge). With that said, it might be difficult to differentiate people based on those who play more violent video games and those who play the pro-social games mentioned in the text. Children who play both types of games should be studied among those who pl ay specific games that fit into the violent or pro-social video game criteria, along with the control group which are the children who dont play video games at all. There is also another study that analyzed children between the ages of ten and fifteen playingShow MoreRelatedThe Debate Over Video Game Violence Essay1243 Words   |  5 PagesAmerican kids ages 8 to 16 play video games for about 13 hours a week (Harding). 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