This case demonstrates how ineffective communication that occurred in an organization impinged employees’ level of motivation which in turn may affect their performance and productivity. Prof. Dr. Akmal was the founder and the CEO of ThetaTechk which was located in Kuala Lumpur since 2002. The company was specialized in providing services for total e-learning solutions, total online training provisions, learning management system, and technical learning in all aspects of online learning delivery. The project manager Mastura assigned Siti, one of the e-Content Developers was assigned to work on IIBI project which was schedule to complete by the end of January 2014. Siti was not mentally prepared for this sudden workload. Moreover, Siti felt that she was overburdened and overstressed which was reflected in her absenteeism and delay in work completion. The work was not progressing as per expectation. The company was worried about the possibility of not completing the IIBI project on time. This situation was ascribed to the decline in Siti’s performance since October 2013. The inability of ThetaTechk to meet the deadline could destroy the reputation of the company. In a move to improve Siti’s poor performance, Dr. Akmal requested Mastura, the project manager and Sloksana, the HR Director to come up with a workable, practical solution as soon as possible. To understand the situation better, Slokasana called Mastura as well as Siti for a discussion. After having conversation with both parties, Sloksana realized that, Mastura wanted to groom Siti by offering her this extra work to become a project manager in the near future. However, Siti seemed to be lack of focus for her future career move and failed to see the positive aspect of this offer. Sloksana was wondering how to solve this problem within a very short period of time.

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ThetaTechk 私人有限公司

这个案例展示了组织中发生的无效沟通如何影响员工的积极性水平，进而影响他们的绩效和生产力。Akmal 教授是 ThetaTechk 的创始人兼首席执行官，该公司自 2002 年起就位于吉隆坡。该公司专门提供整体电子学习解决方案、整体在线培训规定、学习管理系统和技术学习的服务。在线学习交付的各个方面。项目经理 Mastura 指派 Siti，其中一名电子内容开发人员被指派负责 IIBI 项目，该项目计划于 2014 年 1 月结束。Siti 没有为这种突如其来的工作量做好心理准备。而且，Siti 觉得她负担过重和压力过大，这反映在她的旷工和工作完成延迟上。工作没有按预期进行。该公司担心不能按时完成 IIBI 项目的可能性。这种情况归因于 Siti 自 2013 年 10 月以来的业绩下滑。ThetaTechk 无法按时完成可能会损害公司的声誉。为了改善 Siti 的不良表现，Akmal 博士要求项目经理 Mastura 和人力资源总监 Sloksana 尽快提出一个可行的、实用的解决方案。为了更好地了解情况，Slokasana 打电话给 Mastura 和 Siti 进行讨论。与双方交谈后，Sloksana 意识到，Mastura 想通过提供这项额外的工作来培养 Siti，以便在不久的将来成为项目经理。然而，Siti 似乎对她未来的职业发展缺乏关注，也没有看到这个提议的积极方面。Sloksana 想知道如何在很短的时间内解决这个问题。