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MGT 200 Module Seven Case Study Guidelines and RubricOverview As a team leader, you will need to interact with

MGT 200 Module Seven Case Study Guidelines and Rubric


As a team leader, you will need to interact with individuals of varying temperaments and interpersonal skills. You will also need to encourage good working relationships among these individuals. In this assignment, you will review a real-world case study and apply what you’ve learned about emotional intelligence to suggest some strategies to improve a person’s communication and interpersonal skills.

Video one Power of emotion intelligence:


In Chapter 23 of the textbook, read the “No One Wants to Work With Her” real-world case scenario carefully. Then, pretend you are Jenny’s manager, and consider the following:

· What strategies can you recommend to Jenny to manage her emotions at work?

· What strategies can you recommend for Jenny to use when communicating with her peers at work?

· As Jenny’s manager, what strategies might you use to effectively collaborate with her?

Write a short paper with your responses to these questions. Specifically, you must address the following rubric criteria:

· Describe strategies to manage negative emotions at work.

· Describe strategies to build interpersonal relationships at work.

· Describe strategies to manage challenging employees, including giving effective and constructive feedback.

What to Submit

Write and submit a short paper of about 500 words to review and respond to the case study questions. Include all citations for resources you reference in APA format.

CHAPTER 23 from the book.
No One Wants to Work with Her
I present myself to you in a form suitable to the relationship I wish to achieve with you. —Luigi Pirandello
If you don’t like something, change it. If you can’t change it, change your attitude. —Maya Angelou

No One Wants to Work with Her

Jenny is going to a BBQ at Monica and Harvey’s house this afternoon. Because it is a big annual
event, it is usually a large party. She will likely know about half the people, as Monica and Harvey invite people from all aspects of their lives. As Jenny enters the backyard, she sees familiar faces, as expected, but also sees a lot of people she doesn’t recognize. Immediately she starts fidgeting, as Jenny isn’t good at making small talk. Instead of making eye contact and going over to people who are acquaintances, she drops her potluck dish down, grabs a drink from the cooler, and tries to find Monica so she will have someone to talk with.
At work, Jenny avoids interpersonal relationships and small talk because she is uncomfortable
revealing too much of herself. When Jenny attends meetings at work, she sighs impatiently when someone is late and when people veer too far from the topic, and she makes sure to bring people back to reality. When choosing project teams, people rarely want to work with Jenny, even though she is very capable in her job. Some of the women from the office get together for lunch on Tues-days, but Jenny is never invited. Needless to say, Jenny isn’t well liked at work. We have all met someone like Jenny, who is seemingly uncomfortable with herself and
unpleasant. We may even try to avoid the Jennys we know. Despite Jenny being good at her job, no one wants to work with her. You would think that success at work only takes talent at job-spe-cific tasks. However, this isn’t the case. As we will discuss throughout this chapter and the book, successful people have the skills to do the job, but they also have the human relations skills to get along with others. The focus of this chapter will be personality, attitudes, self-esteem, and percep-tions—all of these topics and more impact our ability to get along with others.

Bauer, T. (2019). Leadership and Team Building v3.0.1: Custom book for SNHU only (4th ed.). Flat World Knowledge.

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