Question

boss. She told him about the project and gave him the deadline. She repeated that her door was always
open if he needed help. Bill seemed hon-ored that she had selected him. He tried to ask her for some
details about the kinds of plans he needed to work out. Brenda repeated that it was a simple project
plan. After Bill's third question along these lines, Brenda said, with a little irritation in her voice, "Look,
you can figure this out. Unless you've any other big questions, I've got to get ready for a meeting." Bill
answered that he had no other questions. Brenda had drawn the meeting to a close with the remark:
"Keep in touch." In the two weeks that followed, Brenda continued to be as busy as usual.
She occasionally saw Bill in the office. While passing through, she would some-times stop, put her head
through the door, and ask how things were coming. Bill would always say "Fine." On two occasions, Bill
asked to see her. In the first meeting, about two days after receiving the assignment, he tried to get her
to explain what exactly she was looking for in the report. He produced a detailed outline. Brenda looked
it over and made a broad, vague response. Her irritation at having to tell him ex-actly what to do
showed after about 15 minutes. In the second meeting, he asked for some general guidance and help on
many of the specifics of the project. She wondered, at one point, why he didn't look up the answers to
some of these questions himself. She had to cut their meeting short in order to attend another meeting.
After the second meeting, she had no further contact with Bill. It was now three weeks since she gave
Bill the assignment. The deadline had arrived, and Bill had submitted the report on time, dropping it off
on her desk at 5 o'clock, on his way home. Looking it over, she had easily seen that it was incorrect. Oh,
it was all there, alright; it was just wrong.
For a long tir she continued to rub her eyes, if doing so would change the contents of the report
and it would be correct when she looked at it again. She thought to herself: "Why didn't he come in and
check it out with me to make sure that he was doing it right, especially after he completed this first
part? It was really so simple and I took so long to explain it."
CASE QUESTIONS
1. What is the problem?
2. What should she do about the faulty report?
3. How should she have supervised Bill on this pro-ject?​

Answer 1

afand

check it out with me to make sure that he was doing it right, especially after he completed this first

part