Case Study 3 - Joe Doss
February 3, 2016

Case Study 3 - Joe Doss I. Introduction
This case study is about Joe Doss, a very technically inclined individual, working for Ajax. He has done such a good job on his research; he has been promoted to a supervisory position. Joe often works alone in his lab and keeps to himself, which has caused problems in his department. II. Problems
In Joe Doss’ case, there are problems at the individual, departmental / supervisor, and organizational level. The problems are as follows: a. Individual level problems
Joe has neglected his research team and their needs, to work on technical problems as they came along. Joe has failed to be a part of the group, and has isolated himself from them. This has made him hard to approach and talk to. He is preoccupied with his own research instead of focusing on his team. Joe has taken on the self-oriented role, which is the group member that “does things for him- or herself, even at the expense of the group.” (Greenberg, 2013, p. 273) This is an ineffective role to take in order to be a good supervisor (Greenberg, 2013, pp. 270, 273). b. Departmental / Supervisor level problems
Joe’s group is an ineffective work team. It appears there is no cohesiveness, or strength of desire for the members to remain a part of the group. There are no role expectations in place for the research team. Role expectations are the behaviors expected of each person in the group. There is a lack of cross-training, which makes employees learn different tasks that are not in their normal job description. This lack of training caused administrative things to be neglected while technical problems were being tended to (Greenberg, 2013, pp. 283, 275, 273, 281). c. Organizational level problems Another problem that arises is the decision making of the organization. It appears they hired