Communicating effectively is a necessary skill to learn and master no matter what profession you decide to enter. Confronting an employee who is already confrontational with an ultimatum can be a daunting task for even the most experience communicator. Each situation has to be approached individually and handle with the utmost respect regardless of your emotions.
     In the case study where I am a department manager of a mid-sized company that provides technology support and customer service, I have received numerous complaints on substandard behavior of one of my employees.  Not only has the performance of this employee declined, the employee has become confrontational which has created a hostile environment.  I need to confront this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal.  In order to accomplish this effectively, I would use the six-steps to successful conflict resolutions (Shockley-Zalabak, 2009).
1. Preparation
2. Tell the person “We need to talk”
3. Interpersonal Confrontation
4. Consider the other persons point of view
5. Resolve the problem
6. Follow up on the situation
     The first step I would take is to evaluate the situation (preparation). I would review the employee’s personnel record to see if this type of behavior is typical or something that has recently developed. Then, I would go around and interview the employees and customers who have filed complaints on this employee to (interpersonal confrontation). This will allow me to “Get my ducks in-a-row” prior to confronting the employee. As a manger or supervisor, it is essential to know all the fact before sitting down with the accused party. Next, I would tell the employee that “We need to talk” to get their side of the story.
     When speaking with the employee, I would find a place that is free from distractions and is private. Doing this will allow me to give the employee my undivided attention. In the meeting, I will be firm but open to discussion and differing viewpoints (consider the other persons side). I first would inform the employee of the situation while utilizing the S-TLC Approach: stop, think, listen, and communicate (Chan & Abigail, 2007). Stopping will help both the employee and I calm down during an already troublesome situation. Thinking before I speak will help me to articulate my goals and needs as the manger. Then listen, I will listen to what the employee is telling me. There could be an underlining situation that might be affecting his performance on the job that I might not be aware of.  Finally, I will communicate by responding to what was just discussed. This way, I ensure that I am receptive to employees feeling while expressing my own needs in a firm way.
     During our meeting I would make it clear that the employees behavior towards others and lack of quality work would not be tolerated; that in light of our conversation, I would be willing to put him on a probationary period. The probationary period would last for two week and would have to be documented. After the two week, we will reassess the situation. If no improvements have been made, then the employee will be terminated.

References


Chan, D. D., & Abigail, R. A. (2007). Managing Conflict Through Communication. Boston:
Education Inc.
Shockley-Zalabak, P. S. (2009). Fundalementals of Organization Communication. Boston:
Pearson Education Inc.
Shockley-Zalabak, P. S. (2009). Fundamentals Of Organizational Communication: Knowledge,
Sensitivity, Skills, Values. Boston, MA: Pearson Education, Inc.