Adam is an extremely competent grants writer, with an impressive record of personally obtaining grants and developing community coalitions that produce program funding. He has just been promoted to lead a newly created organizational division responsible for acquiring most of the organization's operating funds through grants and community support. As part of this new division, Adam has hired two experienced assistant grants writers and an administrative assistant. Six months after these appointments, Adam's boss meets with him to express concern about the long hours and weekends that Adam has continued to work even after the new staff have been added. Adam assures his boss that this situation is temporary as some important grant proposals are nearing completion. Shortly thereafter, one of the assistant grants writers resigns. During her exit interview, she reluctantly admits that Adam's management style is "not something she could work with." When pressed for details, she says he seems to have little confidence in either her or the other assistant grants writer and micromanages both writers' assignments. She says that no matter what she produces, it isn't good enough for Adam. She had not experienced this kind of criticism in her former positions, where she had successfully acquired many grants. She says she feels she has not been treated as a professional.

1. What are the ethical, legal and human resource issues in this case?

2. What management and/or HR mistakes were made in this case?

3. What steps can be taken within this organization to remedy these mistakes?