Greta Kindred had always believed that hard work and perseverance allowed you to meet your goals. In high school, she did well on the tennis and swim team, attending OFFSA in the individual events. She left the farm where she grew up in rural Ontario and went to university in Halifax. After university she moved back to Ontario and worked as a reporter in St. Catherines. During this time, she took correspondence courses in business. After 15 years reporting, Greta needed a change. She felt she needed to settle down and be around people on a more consistent basis. She was tired of always working by herself but did not want to work for a large company because she felt she would lose control over her day-to-day work. Greta bought an old estate home in Stratford that had been turned into a small hotel 23 years before. The hotel had 20 rooms to rent and served breakfast to the guests. The hotel had only had one previous owner; a somewhat eccentric old retired actor. He was well known in town and extremely well liked by the staff and guests. He had been able to make a good living from the hotel and last year's profits had been over $92 000. The hotel had 15 employees and an assistant manager. All of these workers had been with the company for over five years. There had always been a comfortable, family atmosphere about the business. The employees were paid less than they would be in other hotels, but they received good benefits, input into decisions, bonuses during good times and scheduling control. The assistant manager Greg Etell was extremely well respected by the employees. In fact, the previous owner had left much of the management decisions up to Greg in the last two years. For a few weeks after the ownership change, things seemed to be going well. However, problems soon arose. The first problem was in Greta's relationship with the staff. She was cold and uncommunicative. She would yell at the employees and reprimand them in front of other employees and guests. She also insisted on not working the breakfast shift. There had to be some advantage to being the boss. This was hard on the staff because major decisions needed to be made at that time and Greta was unavailable. As well, she fired three workers to cut costs. However, the work needing to be done did not decrease, she just expected everyone to do more. This was a problem because it was difficult to feed the guests breakfast, check out the guests, and clean the rooms before the new guests arrived. Most days, new guests had to wait for their rooms. Sometimes, they left and went to other hotels. Greta's next problem came when she spoke to the accountant, Revenues were down 18% over last year at this time and profits had decreased 25%. Greta immediately cancelled all bonuses and cut back on the benefits offered to employees. The final problem was a bylaw change. The city of Stratford had had complaints from neighbours about the parking. Kindred Spirits Hotel only had 11 parking spaces and the overflow parked on the street. The town council was debating cancelling overnight parking on the street. This would have a dramatic impact on the hotel. Greta went to the town council meeting and got into a heated argument with the council members. The next day, the fire inspector arrived at Kindred Spirits for a surprise inspection. Greta did not think that this was a coincidence. The next council meeting was in two weeks. Greg suggested that he attend in Greta's place but she screamed at him that she was in charge and how dare he try to undermine her authority. Greg had had enough. He threatened to quit and walked out of the hotel