1. Analyze Rita's last statement: "We really don't communicate very well." What is the status of managersubordinate communication in this work relationship?

2. It was said in this chapter that communication is a dynamic, personal process. Does the situation described verify this contention? Be specific in your answer.

3. Are there any implications in this situation for interactive communication? How could feedback be used more effectively?

Organizational Behavior Case: Bad Brakes

Michelle Adams is the maintenance supervisor of a large taxicab company. She had been very concerned because the cabdrivers were not reporting potential mechanical problems. Several months ago she implemented a preventive maintenance program. This program depended on the drivers' filling out a detailed report in writing or into the office computer system when they suspected any problem. But this was not happening. On a number of occasions a cab left the garage with major problems that the previous driver was aware of but had not reported. Calling out the field repair teams to fix the breakdowns not only was costing the company much time and trouble but also was very unsafe in some cases and created a high degree of customer ill will. The drivers themselves suffered from a loss of fares and tips, and in some cases their lives were endangered by these mechanical failures. After many oral and written threats and admonishments, Michelle decided to try a new approach. She would respond directly to each report of a potential mechanical problem sent in by a driver with a return memo indicating what the maintenance crew had found wrong with the cab and what had been done to take care of the problem. In addition, the personal memo thanked the driver for reporting the problem and encouraged reporting any further problems with the cabs. In less than a month the number of field repair calls had decreased by half, and the number of turned-in potential problem reports had tripled.