Mary Smith Is The New Administrative Assistant

Mary Smith Is The New Administrative Assistant And Does Not Seem To Ha

Mary Smith is the new administrative assistant and does not seem to have the necessary skill sets to accurately and effectively perform her duties. She is the daughter of one of the firm’s founders, and the other employees are irate when they learn that she will be working for them. In the first three (3) weeks of her employment, she has misfiled documents, been late with her initial assignments, and fraternized frequently with specific employees. She has already caused more problems than she has solved in just a few weeks by this behavior.

Write a three to four (3-4) page paper in which you:

1. Summarize the major problems that Mary Smith has caused in her short tenure with the company.
2. From the perspective of her immediate supervisor, prepare a job description that details the necessary tasks that Ms. Smith should perform in her role as administrative assistant.
3. State the steps you would take to resolve this situation if you were her supervisor and how you would or would not include the founder in your communication.
4. Describe the negative and positive effects on a workforce for hiring an unqualified individual who is related to a founder of the company.
5. Use at least three (3) quality academic resources in this assignment.

Paper For Above instruction

The situation involving Mary Smith’s recent hiring as an administrative assistant highlights critical challenges associated with nepotism and the importance of clear job qualifications within organizational structures. Her short tenure has been marked by several disruptions that threaten workplace efficiency and morale. This paper will analyze the major problems caused by her early performance, draft an appropriate job description, outline steps for resolution, discuss the implications of hiring family members without proper qualification, and recommend best practices grounded in academic research.

Major Problems Caused by Mary Smith

Within the initial three weeks of her employment, Mary Smith has demonstrated several performance deficiencies that collectively compromise the operational effectiveness of her department. Firstly, she has misfiled documents, leading to potential delays in access to critical information and disrupting workflow. Proper filing systems are essential for administrative efficiency, and errors in this area can have cascading effects on various organizational functions (Davis & Robbin, 2018). Secondly, her tardiness in completing initial assignments indicates poor time management and a lack of professional discipline, which can undermine her credibility and progress in her role. Such punctuality issues can negatively influence team integration and department productivity (Johnson, 2020). Thirdly, her frequent fraternization with certain employees raises concerns about professionalism and potential conflicts of interest, which might affect team dynamics and decision-making processes. Overall, her behaviors have generated more problems than she has solved, drawing attention to her inadequate preparation and possible lack of training.

Drafting a Job Description for the Administrative Assistant

To resolve these issues effectively, it is vital to establish a clear and comprehensive job description that delineates the expectations and responsibilities of the administrative assistant role. From the supervisor's perspective, the job description should include tasks such as:

• Managing and organizing filing systems to ensure quick retrieval of documents
• Handling correspondence, including emails and phone calls, professionally and promptly
• Scheduling appointments and maintaining the company calendar
• Assisting in preparing reports and presentations as needed
• Performing data entry and maintaining accurate records
• Ensuring professionalism and confidentiality in all interactions
• Reporting to the supervisor on work progress and challenges

Additionally, the description should specify requisite skills, such as proficiency in office software (e.g., Microsoft Office Suite), strong organizational skills, punctuality, discretion, and effective communication. Establishing clear performance metrics aligned with these responsibilities will help monitor her progress and guide developmental efforts.

Steps to Resolve the Situation and Communication Strategies

If I were her supervisor, I would initiate a formal performance review meeting with Mary Smith to discuss the observed deficiencies candidly but empathetically. The first step would be to provide constructive feedback based on specific examples, emphasizing the importance of her role in supporting organizational efficiency. Next, I would collaboratively develop a Performance Improvement Plan (PIP) with measurable goals and timelines, focusing on areas such as punctuality, accuracy, and professionalism. Offering additional training or mentorship could also be beneficial in helping her develop necessary skills.

Regarding communication with the founder, I would approach this delicately. While transparency is essential, I would first address the immediate performance issues directly with Mary, seeking to resolve them internally to avoid unnecessary escalation. If her performance does not improve despite these interventions, I would prepare a confidential update summarizing the steps taken and the ongoing concerns to discuss with the founder, emphasizing the need for support or guidance. Maintaining professional boundaries and ensuring that the founder is involved only when necessary preserves organizational hierarchy and prevents perceptions of favoritism or undue influence.

Implications of Nepotism: Negative and Positive Effects

Hiring a relative of the founder without proper qualification can have mixed consequences for an organization. The negative effects often include decreased morale among other employees, who may perceive favoritism, leading to resentment and decreased motivation (Khatri & Tafri, 2018). Such perceptions can undermine organizational culture, reduce trust in leadership, and impair teamwork. Furthermore, unqualified hires may perform suboptimally, resulting in mistakes that could harm the organization’s reputation and operational effectiveness.

Conversely, positive effects may include increased loyalty and dedication from the family member, who might exhibit strong commitment due to personal ties to the organization (Allen & Herman, 2020). If the family member possesses relevant skills and the organization provides adequate training, their contribution can enhance stability and continuity, especially in small or family-run enterprises. Ultimately, successful integration depends on transparent hiring processes, clear performance expectations, and ongoing support, regardless of familial relationships.

Conclusion

In conclusion, addressing the challenges posed by Mary Smith’s early tenure requires a strategic approach rooted in clear communication, structured performance management, and effective role delineation. While nepotism can have both positive and negative implications, organizations must prioritize qualified hiring and establishing professional standards to foster a healthy workplace environment. The implementation of an appropriate job description, coupled with corrective action plans and transparent communication, will facilitate her development or repositioning within the company’s operational framework.

References

• Allen, N. J., & Herman, H. (2020). Family influence and organizational performance. Journal of Family Business Strategies, 8(2), 102-112.
• Davis, R., & Robbin, W. (2018). Office Management and Organizational Efficiency. Business Communications Quarterly, 81(3), 315-330.
• Johnson, L. (2020). Punctuality and Workplace Productivity. Journal of Organizational Behavior, 41(4), 435-450.
• Khatri, N., & Tafri, S. (2018). Nepotism and Ethical Challenges in Organizations. International Journal of Business Ethics, 20(1), 75-88.
• Roberts, S. B. (2019). Managing Underperformers in the Workplace. Human Resource Management Journal, 29(3), 278-292.
• Schein, E. H. (2017). Organizational Culture and Leadership. Jossey-Bass.
• Schmidt, J. B., & Hunter, J. E. (2018). Validity and Utility of Selection Methods in Personnel Psychology. Psychological Bulletin, 144(11), 1174–1198.
• Whetten, D. A., & Cameron, K. S. (2016). Organizational Behavior. Pearson Education.
• Yukl, G. (2019). Leadership in Organizations. Pearson.
• Zhao, H., & McConnell, P. (2022). The Role of Family Dynamics in Business Performance. Journal of Family Business Strategy, 13(1), 100-112.