Louise is a service coordinator. She is highly dedicated and cares deeply about the people she supports and doing her job effectively. She believes in person centered values and in listening to the person, reflecting their needs, wants, and desires.

Every time Louise turns around, she is given more cases to manage. Part of the reason this happens is because people want her as their service coordinator. She is known by parents to be fair and extremely helpful. “She cares about the people; we just love her.” Mrs. Taylor tells her friend. “Ask for her; she’s the best. Those others never do much to help you.”

The other reason Louise’s case load has grown is the turnover at the agency. Many service coordinators simply feel overworked and leave. But, their case loads have to be managed, especially when the ISP, IEP, or service plans are due, so they are often spread around to the other service coordinators.

At this point, Louise feels overwhelmed. She gets to work early, putting in multiple long days. She meets with individuals and families on the weekend just to keep up. She spends hours writing plans and trying to do assessments to help promote with informed decision making for the people she supports.

Last week, Louise was called into the office of her supervisor, Kim. “Louise, I need to meet with you. You are making multiple errors on the service plans. You are also not keeping up with the paperwork. And, yesterday I received a complaint from the day program saying you didn’t send the extra copy of their plan to them. You know Billy is ready to transition from school at this point. They need the plan so they can apply for funding. This is something I’ve discussed with you before. You have to get your work done on time. At this point, I have no choice but to give you a written warning. I expect you to take this matter seriously and get yourself together.”

Louise just sat there not knowing what to say to Kim. Louise felt tired, discouraged, and saddened. She tries; she truly does. But, at this point, she simply doesn’t know where to turn.

QUESTIONS:

What kind of model do you think Louise uses in terms of her role as a service coordinator? What advice would you give Louise? Do you think she is doing a good job or is she failing to be productive and efficient based on her own expectations and that of her company? What do you think Louise should do in terms of Kim and the write up?

Likely to Succeed as an Executive? This activity is important because as a future executive, you must be able to determine whether your managers are ready to succeed as an executive. Now, more than ever, employees are held accountable for their actions and for results in the past, people at many companies could show up, do an OK job, get a decent evaluation, and get a raise equal to the cont of living and maybe higher. Today, managers must do more, and do it better. Career success is most likely if you are competent at the four functions of management and are flexible, creative, and ambitious. You will need to learn how to think strategically and convey your business vision, make decisions, and work in teams. You will need to deliver competitive advantage and thrive on change as you perform the interpersonal Informational, and decisional roles essential to management The goal of this activity is to demonstrate your understanding of the skills required to be a successful top-level manager or executive Review the text material on three broad skills managers need, and then read the following short case. When you have finished reading the case, answer the questions that follow. Isabel McDonald, a young manager in a large software firm, has been identified as a potential candidate for a newly created executive position in her organization. Her employees say that she’s like a whirlwind-that she approaches each task with a passion for identifying the core underlying problem and crafting solutions for those problems. In that respect they call her “CSI”boss because she is like a passionate detective on the lookout for problems to solve with her highly developed technical skills. She loves her job because it is what she wants to do. That’s probably why, when her employees interact with her, she seems to be so passionate. She chooses which tasks she wants to take on. Her whirlwind nature drives her to be very action-oriented. She can walk into any problem or situation and immediately take action. She calls it her intuition, and says she is proud to not get bogged down with analysis paralysis. Plans are for those without Intuition,” she says. And, she’s not afraid of falling, if something goes wrong, she doesn’t dwell on it–sometimes, she doesn’t even know it has gone wrong because she’s off to another problem. Employees are often reluctant to bring problems to her attention for fear of being ridiculed. As her employees describe her, she really is Wke a whirlwind-a fost moving onel Next > of 21 1 Prey 1d. Which of the following best characterizes… Which of the following best characteres saber’s working sty? Multiple Choice She focuses on problems and solutions She focuses on what will the time the tertion of She focuses on people, She focuses on process. not people Prey of 21 !!