For six years, Mr. Padua had been the Management Services Director of the Fruit Puree Division of his corporation. With professional experience gained from various industries, his technical expertise was undoubtedly quite valuable to the corporation. He, however, had personal attitudes which created a wall of hostility between him and his staff and the rest of the Senior managers of his Division. For one thing, mr. Padua did not see any point in laughing at a joke which he did not consider as funny. Unfortunately, his standard to "funny" was in the line of erudite humor, which even the other Directors found too deep for reflection. Neither did he believe in attempting to gain the drift of others if only to gain rapport with them. He insisted on being in his own person regardless of what others believe. It was, also, rare for him to concede to anything. This attitude was compounded by his difficulty in expressing his thoughts especially when it came to justifying himself. This caused misunderstandings between him and others for which further aggravated his own negative perception of him. He could not give allowances for differences in his attitude with those of others. And those who differed from him, in one sense, were treated with a degree of coldness. He was aware of his social deficiencies, but, according to him he simply could not be what he was not. He often mentioned that it was already very hard for him to change his ways. Outside the workplace, though, Mr. Padua tried hard to be friendly with his staff. And, while he showed concern from their professional training, he himself could not seem to be at ease in relating to them in the workplace. It was as if he was afraid that friendship would curtail his authority. At this time, a new problem solving system was being inculcated throughout the corporation. To show his concern for his staff, he made them the first trainees on the system. The system is designed to enable the group to identify a problem and recommend a solution throughout the various stages of the system. The group was placed under the guidance of Training Assistants from the Personnel Directorate ensuring the objectivity of results. He exercised with his staff identified three difficulties in their workplace, one of which concerned Mr. Padua. The recommended solution was to replace him. Needless to say, this put top management in a dilemma. Mr. Padua was an officer of the company, and to continue to attract talent to officership, his tenure had to be protected. Besides, the problem focused on Mr. Padua's personality. How exactly does one correct that? He had already attended Dale's Camegie's course. On the other hand, faith in the system they were endorsing was being put to the test. If they could not support its results now, how could they expect anyone to believe its merits? Answer the following questions. QUESTIONS: 1. Describe the personality of Mr. Padua. How is this reflected in his communication style? 2. How has this style affected his relationship with his associates and subordinates? 3. If you were the management, would you have him replaced? Defend your stand