CASE STUDY - A role model in a negative environment.

Angela looked out of the window of her new office on the 25th floor in the CBD. She was really looking forward to her new job as Assistant Manager, Training and Development of the largest cleaning company in the state. She had spent her first few days reading through the organisation's manuals. She was so impressed by what she read. The company's aims were to: 'Inspire our staff to delight customers by investing in their growth, well-being and job fulfilment'. The company's aims in terms of dealing with people were:

to foster a community of teams

to encourage people to think for themselves

encourage innovation by rewarding effort rather than punishing mistakes

open door policyanyone can approach any manager with problems or suggestions

empower people to make decisions relating to the tasks they had to complete

treat all staff with respect-communicating the value of everyone's contribution.

As Angela read through the documents she was pleased to see that she would be able to apply so much of what she learned in her management course because the organisation encouraged the behaviours associated with good leadership and management. Her fourth day on the job led her to re-consider her excitement. As she sat at her desk, she heard a number of disturbing conversations as people walked by her door. Here are a few of them:

Manager, Training and Development to a trainer: 'I don't care if you think your way would work better, you work for me and you do what I say. Remember you are only on contract, so one phone call and you can be replaced. 'My way or the highway.'

One contract cleaner to another: 'I went and told the manager about how stressed we are with the extra clients they are giving us on our shifts. I figured if they have an open door policy, I probably should use it rather than just whinge. Never again. She told me if I didn't like it, I could leave and they would find someone else to replace me.'

Managing Director to Finance Manager: 'I don't care if you have to threaten them with sacking because they will have to work all night, get the job done on time and do whatever it takes to get the results. Results are what we want.'

Two Administration Officers: 'What a joke. They think that just by having the staff dinner at a five-star hotel that we will go. I don't want to spend any more time with these people (her colleagues) than I have to. You have to watch your back at workcan you imagine how bad it would be at a social event? '

As Angela was taking all of this in, her Manager came to her office and asked her how it was going. He said to her, 'You seem to be doing well, but I'll tell you the first rule of management around here, don't trust anyone. Live by that and you will be fine.'

Question 1

What leadership and management traits would be successful in the 'espoused' company that is in the organisation's manuals?

Question 2

What leadership and management traits actually seem to be in operation in the organisation?

Question 3

List as many contradictions as you can between what is espoused and what is practiced.