Leadership, Mentoring, Negotiation, and Workplace Issues Report

This report delves into various aspects of workplace management, encompassing mentoring programs, negotiation techniques, and leadership skills. The first section examines mentoring strategies at Intel and Deloitte, comparing their approaches to employee development and retention. The report then presents a system map of an insurance company, followed by an analysis of factors contributing to employee stress and turnover. The third section focuses on resolving employee conflicts using active listening, and applying negotiation techniques in a construction company scenario to secure a project contract. The report emphasizes the importance of communication, understanding employee needs, and employing effective strategies for successful outcomes in the workplace. The report includes references to academic sources.

Student’s Last Name1
Managing in the Workplace
By (Name)
Course
Professor
University
Date

Student’s Last Name2
Question One
Mentoring is usually an agreement between the mentor and the protégé whereby its
nature entails the mentorship deciding the content to be learned and the advice of the mentor
(Wu, Turban, and Cheung, 2012, pp. 51). The case study is on Intel Company-a technology firm
that manufactures semiconductor chips for computers-that makes use of peer partnership in its
mentoring program and Deloitte Company-a firm that offers professional services such as
auditing, tax, and other services relating to finance-which uses conventional mentoring in the
workplace.
The two firms have similarities in the mentoring method that they adopt. Both of them
aim at impacting the employees with the skills necessary within the organization and enhance
retention of the employees (Arora and Rangnekar, 2014, pp. 205). Deloitte aim is to ensure that
the junior employees can navigate their way into the firm thus improving retention and alignment
as per the organization while Intel targets at increasing knowledge transfer of the employees and
spread skills which have a high demand in the firm. The mentoring program ensures that the
companies retain their employees by keeping them at work and happy. Ensuring that the new
employees acquire the required skills improves the productivity of the firm due to motivations
created during the mentorship program.
Nonetheless, the two methods of mentorship adopted by the two firms have differences.
First, the conventional mentoring way used by Deloitte is usually for a targeted period after
which it is terminated, but the relationship can be retained by the participants (Srivastava, 2015,
pp. 430). According to the firm, each participant is assigned a director who is committed for at
least two years to assist the protégées to drive their careers by acquiring skills. As per the peer
partnership mentoring technique applied by Intel, it involves two employees who are equal-aged

Student’s Last Name3
rather than having a senior employee mentoring the juniors and is long-lasting. The junior
employees are paired with individuals with similar experience and are already in the firm.
According to Intel, the employees are allowed to drive their mentorships and associate with an
accountable number of other employees, adopting a mentoring culture in the firm.
The two mentoring methods as well differ from peer partnership employed by Intel
Company involves forming a support group that mentors each other by deliberating about issues
and challenges which are current. Regarding this problems, the team avails strategic advice and
relevant information to each other, thus increasing the level of relationship between this
employees (Heinrich, and Oberleitner, 2012, pp. 7). However, the conventional mentoring
method used by Deloitte Company creates a situation of a teacher-student scenario, which
involves following goals, guidelines, and the schedule of the meeting of the parties. The mentor
directs the protégée on everything that they are entitled to do within the setting of the
organization without them giving any contribution as they are following the laid down goals of
the firm. Hence, there is little touch between the new employee and the mentor which results in
an inferior relation between the employee and the directors.

Student’s Last Name4
Question Two
Below is a System map from a local insurance company.
The system map provides the Insurance Company’s high-level outlook of the application
portfolios which are mostly common to all insurance firms. It intends to provide the main
Business Intelligence: Reporting
Business Intelligence:
Repository
Document Management/ECM
Workflow/BPM
Underwriter
workbench
Rating Engine
Distribution/
Company MGT
CRM
Agent Portal
Customer
Portal
Policy
Administration
System
Claims System
Reinsurance
Mgt.
Billing
General Ledger and
Financial
Management
Document Creation

Student’s Last Name5
functionality contributed by each element (Fesperman, et al., 2012, pp. 519). It as well provides a
framework of communication for technology teams and other stakeholders.
A multiple-cause for employees who are overworked and stressed at work is as shown
Members in the faculty
Focused on research
Pressured
Head of neglected the newly
Department by department hired graduate
Members drops out
Hires Lack of adequate
Training Demotivation
Graduate students Poor laboratory
Overworked Sessions
Lacks Motivation
The Head of the Department hires graduate students in a situation where the rest of the
workers are fully engaged in research forcing the graduates to be overworked to carry on with
the activities of the firm. Lack of interaction with other employees creates a situation of
neglecting (Barrales‐Molina, Bustinza, and Gutiérrez‐Gutiérrez, 2013, pp. 572). The graduate

Student’s Last Name6
students lack adequate training on the task which they are supposed to perform. Lacking
motivation from the management as well leads to less effectiveness in their performance. All
these factors all combined make the new employees feel stressed up with the tasks, eventually
quitting the job.
Question Three
The nature of a company entails the association of people, usually formed for a common
purpose, and sharing profits that arise from the business. The reference is on TwetSepta
Construction Company that deals with the construction of buildings and roads (Tyagi, 2013, pp.
5). The company is faced with the issue of one of the primary members wanting to quit the firm
due to what he considers as imprudent management and which needs to be resolved with urgency
by putting the active listening technique into practice. The method aims at understanding the
views and the feelings of the involved party and finds a solution to the problem.
To solve the issue, I would set a meeting with the member, and as the conversation takes
place, attention is paid as they present their problem regarding what makes them feel that the
company is not managed accordingly. Once the meeting is set, nonverbal cues used by the
member to express their feelings are noted as they present a deal of information regarding what
they feel (Bodie, 2012, pp. 110). Creating a face to face scenario creates a better opportunity to
determine the irritation, through expression in the eyes of the member to determine the
seriousness of the situation according to them. The focus is to be made on every word said to
understand the situation. The member might be unable to present all the details but considering
their nonverbal cues, additional information can be attained. Minimal interruptions are necessary.
Paying attention first to the member without interruptions creates a better understanding of the
matter.

Student’s Last Name7
Usually, at this incidence, it would be imprudent to prepare responses, but rather
consideration is first given to the points stated. To be in a position to grasp all the grievances, an
open-minded approach is appropriate, by first withholding judgment. As the member presents the
situation, criticism should be held, including selling the point of the member at that instance
(Weger, et al., 2014, pp.14). Honest questions are asked to be in a position to acquire additional
details about the situation. Reflecting on the emotions observed by putting down the member’s
principal arguments in simple but clear format is necessary for re-embarking while delivering the
judgment on the situation. In the process, sharing of ideas and feelings with the member based on
the case is crucial as it represents the manager’s thoughts.
Once all the information regarding the problem has been collected, a summary is done by
bringing together all the facts and all the pieces relating to the situation to figure the
understanding and what needs to be done about it. Validation of the problem is necessary which
can be achieved by responding to the issue accordingly and interestingly. As the optimal goal of
listening is to hear what is said, feedback and eventually an appropriate response to the situation
is necessary (Varni, et al., 2012, pp. 158). After identifying the authenticity of all the data
presented, an honest answer on how to correct the management problem would be best suitable
to the member and the entire organization as prudence is maintained for the success of the
organization. A solution that would suit the firm as a whole would be good for adoption such as
coming up with a committee that would occasionally foresee the level of management, to ensure
that it meets the necessary standards determined by the goals and the objectives of the
organization. Hence, ensuring that all members are satisfied with how the firm is run to achieve
its objectives.

Student’s Last Name8
The TwetSepta Construction Company has a business proposition to construct a
residential apartment of thirty self-contained rooms. The proposal is too important for the
organization, and there is need to win the contract. Negotiation is necessary as it manages the
interests of the client and the agency. As a manager, applying the negotiation technique, I would
do the following to ensure that the company is not locked out of the proposition.
Practicing to be a good listener is crucial as the agent not only wants to see that the
manager is listening but also contemplating what they are told. It entails the use of facial
expression, movement of the head, and posture during the negotiation process (Odell, 2012, pp.
380). Eye contact should be maintained and no interruptions until the prospect is done presenting
their plan and asking questions for any clarification. The questions should be open-minded, such
as when discussing the cost, emphasis might be on past works of your clients for assurance that
quality would match the price. When negotiating the proposition, the goals set by TwetSepta
Company should be specific, high, and even considerably challenge. For example, TwetSepta by
taking up the proposal was sure that it would cut the cost of the project by 20%. However, it
negotiates for a higher price or adjustment in the timeline.
By playing to the emotions of the prospect, it guarantees to a certain percentage that you
get the contract. For example, TwetSepta Company may emphasize on the existing relationship
with the client or the excitement of the firm’s team in working with the customer. Hence, this
would lure the client to take up the company for the project (Craver, 2012, pp. 30). By securing
the prospect, it means that the client would benefit from working with the company. Hence, the
emphasis is to be made that the organizations understand their set standards and quality for their
apartments, and possess the right skills that the prospect is looking for.

Student’s Last Name9
The manager should understand as well emphasis on the urgency of the project. For
example, TweTsepta Company may indicate that if the construction does not begin immediately,
the client might have to spend extra cash due to rise in prices of materials which is affected by
changes in the economy. Consequences of delaying the project should be explained to the client.
Hopefully, the company and the prospect will eventually come out of the phase of negotiation
and become a client. The aim is to ensure that the client is always satisfied with the outcome of
the talks, which translates that the firm should not appear as confident as it should be the
outcome of the negotiation. The client should always feel that they were not exploited and felt
that they made concessions and are satisfied with the way forward.

Student’s Last Name10
Bibliography
Abdullah, A., Marzbali, M.H., Woolley, H., Bahauddin, A. and Maliki, N.Z., 2014. Testing for
individual factors for the fear of crime using a multiple indicator-multiple cause
model. European Journal on Criminal Policy and Research, 20(1), pp.1-22.
Arora, R. and Rangnekar, S., 2014. Workplace mentoring and career resilience: An empirical
test. The Psychologist-Manager Journal, 17(3), p.205.
Barrales‐Molina, V., Bustinza, Ó.F. and Gutiérrez‐Gutiérrez, L.J., 2013. Explaining the causes
and effects of dynamic capabilities generation: A multiple‐indicator multiple‐cause modelling
approach. British Journal of Management, 24(4), pp.571-591.
Bodie, G.D., 2012. Listening as positive communication. The positive side of interpersonal
communication, pp.109-125.
Craver, C.B., 2012. Effective legal negotiation and settlement. LexisNexis.
Fesperman, R., Ozturk, O., Hocken, R., Ruben, S., Tsao, T.C., Phipps, J., Lemmons, T., Brien, J.
and Caskey, G., 2012. Multi-scale alignment and positioning system–MAPS. Precision
Engineering, 36(4), pp.517-537.
Heinrich, K.T. and Oberleitner, M.G., 2012. How a faculty group's peer mentoring of each
other's scholarship can enhance retention and recruitment. Journal of Professional
Nursing, 28(1), pp.5-12.
Lindahl, M., Sakao, T. and Carlsson, E., 2014. Actor's and System Maps for Integrated Product
Service Offerings–Practical Experience from Two Companies. Procedia CIRP, 16, pp.320-325.

Student’s Last Name11
Odell, J.S., 2012. Negotiation and bargaining. Handbook of International Relations, 2nd edn,
Beverly Hills: Sage Publications, pp.379-400.
Srivastava, S.B., 2015. Network intervention: Assessing the effects of formal mentoring on
workplace networks. Social Forces, 94(1), pp.427-452.
Tyagi, B., 2013. Listening: An important skill and its various aspects. The Criterion An
International Journal in English, 2(12), pp.1-8.
Varni, G., Dubus, G., Oksanen, S., Volpe, G., Fabiani, M., Bresin, R., Kleimola, J., Välimäki, V.
and Camurri, A., 2012. Interactive sonification of synchronisation of motoric behaviour in social
active listening to music with mobile devices. Journal on Multimodal User Interfaces, 5(3-4),
pp.157-173.
Weger Jr, H., Castle Bell, G., Minei, E.M. and Robinson, M.C., 2014. The relative effectiveness
of active listening in initial interactions. International Journal of Listening, 28(1), pp.13-31.
Wu, S.Y., Turban, D.B. and Cheung, Y.H., 2012. Social skill in workplace mentoring
relationships. Journal of Organizational Culture, Communications and Conflict, 16(2), p.51.