CASE 21 Good News, Bad News Part 3: The Storm Breaks Background Information As a recent graduate of State Bank's Management Trainee Program, Ted Banacek is now working as assistant manager in one of the busier branches. While his manager was away on vacation, a customer asked for a $3.75 service charge refund, which Ted politely refused. Shortly thereafter, the customer com- plained to Judy Miller, a new accounts clerk working for Ted. Judy. who be- lieves that she should have been promoted into the position Ted now occupies, agreed with the customer and ridiculed Ted's decision. Ted ignored this inci- dent, but the next day, he counseled Judy in front of another employee about a processing error she had made. Since then, it seems all the employees in the branch are giving Tod a cold shoulder. Ted feels he is failing as a manager and calls Sandy McGill, a friend who is also a manager, for advice. Sandy suggests privately talking to Judy the next day. Even though Ted does not like the idea, he agrees. Early the next moming, shortly after the branch opens, Ted asks Judy to come into his office. He begins: "Judy. I'm feeling like there's a real problem here. I know there's been a lot of discussion about my decision not to refund that woman's $3.75 service charge the other day. Now I can understand why people might disagree with it, but it is my decision to make. I can't have my employees second-guessing my decision, and I resent your talking with the cus- tomer about the decision the way you did. In the future." With the force of a dam bursting. Judy jumps into the middle of his sen- tence. She's already hot and angry. "What are you talking about?" she asks loudly and vehemently. "You don't know what I said to that customer! You don't have any proof!" She catches her breath. Even more loudly, to the point of shouting, she con- tinues: "You're always picking on me! The other day, you really embarrassed me in front of the other employees. You don't have the right to talk to me like this!" Ted is speechless. Judy draws her breath and vigorously stands up. "I don't have to listen to this. I'm going to quit!" She storms out of his office, picks up her purse at her desk, and walks out of the branch. 21.1 For a long time, Ted sits at his desk, stunned. When he finally walks into the lobby, the tension is almost unbearable. He tries to continue throughout the day, but his concentration is destroyed and his energy is drained. CASE QUESTIONS 1. What went wrong? How should Ted have handled this discussion with Judy Miller? 2. Now that Judy has stormed out of the branch, what should he do? with the staff that remains? in notifying Human Resources? with Judy Miller