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The trade union members always maintained a close observation on their members, Trade union members observed the contrasting changes in Joseph's behaviors. Trade union leadership continued to include Joseph in the meetings and activities and even talked with Joseph about the changes in his behavior. Joseph does not outwardly explain why he is separating himself from the union, and instead, he says the reason for his absence has been for personal reasons and the fact he was engaging in more work activities. Finally, he informed upper-management that he quit his trade union membership. Upper-management welcomed his decision and praised him for his decision, and reaffirmed that he would always have job security. Feeling as though his job will not be in jeopardy, Joseph continued his supervisory role in the organization, Around this time, upper-management began altering some of Josephs supervisory tasks. His new task required more members of the organization and they tended to be more team-oriented. For instance, supervisors from different departments also took part in the tasks. Though Joseph was being told to work as a team, ultimately, he had to follow the timely instructions of the upper-level management. Members of the work team, including Joseph, did not have much freedom or autonomy to tackle delays in the actual manufacturing for their projects, but nonetheless, they tried their best to follow upper-managements' instructions and achieve the target goal. A few months later, the annual production statistics were published. The department where Joseph was working had extremely low performance ratings. The inspectors pointed out problems that related to testing and quality level. The upper-management, as usual, blamed middle managers in charge of the supervisors of the departments for the low performance level. Middle-level managers, as usual, redirected that blame on to the supervisors and members within the department and chastised them for appearing negligent and not committed to the organization. Joseph, who has always worked hard in his position at the organization, was upset with tongue-lashing made by middle management, on behalf of the upper-management. The supervisory members, including Joseph, decided to meet with the upper- management to inform them the real facts: this was not a supervisory problem... this was a production issue stemming from uninformed and unrealistic goals setting rather than group or individual performance. They drafted a memorandum and handed it over to one of the upper-level managers. Two days after handing the memorandum over to upper-level management, Joseph was asked to meet with Tyge to discuss the low performance level issue. Tyge informed Joseph that upper management was totally dissatisfied with the performance of the supervisory members and that in an effort to curb the situation and maintain the quality and speedy production, upper-management decided to transfer some of the supervisory members to the other departments as wellas to transfer them to different factories all together.Joseph's name was on that transfer list. Tyge informed Joseph that his knowledge and competence are not sufficient to handle supervisory responsibilities as it requires more training and attention than what he would get from the organization. Tyge also informed Joseph that upper-management decided to withdraw the extra incentives that had been previously extended to the supervisors. Joseph was shocked to hear management's decision on the matter. He became depressed about the management's decision. Joseph felt that the upper-management has clearly shown they have a vested interest in protecting middle level managers rather than listening to supervisors who are observant of the daily operations. The management's decision to transfer him and his fellow supervisory members to different departments and factories is a measure to marginalize and victimize them. Joseph could not find any logical justification for management's decision and he felt that instead of understanding the problem in an impartial way, upper-management tried to solve the issue by safeguarding the higher members in the organization. Joseph believes the attitude of the upper-level management would always be 'big bosses are always right' and it was likely never going to change. Joseph, while still maintaining a supervisory position but in another department, decided to change his stance. Joseph decided to continue his membership in trade union and the trade union accepted him back without hesitation. Once Drive Joseph was a member in the union again, he immediately forwarded the complaint to the trade union and demanded justice for the treatment he, and his fellow supervisory team, have an continue to experience. Questions 1. What does this case reflect about Joseph's series of decision making? 2. How does the 'theory of equity' and 'theory of expectancy' relate in this case study? 3. Why would upper-level management chose this management strategy and how effective do you believe this strategy is in the short-run and the long-run? 4. Is the upper-management's attitude towards the trade union understandable - why or why not? 5. Is the upper-management's attitude towards the trade union well justified - why or why not?During the informal conversation, Tyge began to inquire about Joseph's trade union activities and his strong affiliation with the trade union. Very casually. Tyge informed Joseph that the upper-management is unhappy about his trade union affiliation, especially now that he is performing a supervisory role in the organization. Tyge suggested Joseph make a 'gradual separation' from the trade union so he would not jeopardize his role as a supervisor in the company. Tyge told Joseph to make a wise decision and take a little bit of time to think thoroughly about what Tyge was telling him. Joseph returned to his work station, feeling an immense amount of pressure that if he maintained his strong affiliation with the trade union, he might be demoted, or worse, fired all together. Tyge pressuring Joseph to quit the trade union was really disappointing to Joseph. Joseph vehemently believed the trade union was there to protect his rights and privileges. Employees always feel safe and secure in their job due to the existence of trade union... so why was Tyge pressuring him to separate himself from the trade union? Many questions filled in his mind. . "Who am I in this organization: a worker or a manager?" . "Shall I endure retaliation if stay affiliated with the trade union? . "Is it really fair to quit the trade union just because I am in a managerial role now that means I have more power? The members of the trade union are the people who have always supported me. They will lose a lot of bargaining power if I give up my membership." . "Can I trust what the management says? Do I trust the upper-management?" . "Many employees have severe experience in the past, from management who follow the path suggested, Is it safe to do so?" Countless of conflicting thoughts, like the ones listed above, made him more confused as to what the appropriate decision was in this matter. Feeling as though he might not be able to stay employed if he maintained his membership in the trade union, he decided to do as Tyge so heavily suggested Joseph do. Slowly but steadily, Joseph started missing many of the trade union meetings and activities in the organization.Joseph, a factory worker has been working in Big Steel Manufacturing, Led., a large scale industrial establishment for almost twenty years. Being a hardworking, competent, punctual and reliable employee, he maintained good relation with his superiors, co-workers, and leaders of the organization. Management was well-aware of Joseph's dedication and commitment to the organization and frequently credited him for his high performance. Management, however, did have a strong distaste for his affiliation with one of the trade unions within the organization. Management in the organization believed that trade unions in organization were primarily there to mislead and exploit the workforce. which has been shown to affect the overall performance of the organization. Considering his loyalty, commitment, and individual high-performance, Management decided to promote him to a supervisory position within the factory. Joseph knew that only hard working, competent, and skilled employees get promoted to higher positions such as supervisory positions. The supervisory position in the organization brings along a better compensation package, and more power and authority in relation to the responsibilities of the position. Joseph never expected to be considered for a supervisory position but he was thrilled about the promotion decision and felt a sense of duty and obligation to please the upper-management team for promoting him. This recharged Joseph's desire to work for the organization, above and beyond what it had been before. He acquired better acceptance and recognition in the supervisory position from his superiors and coworkers within short time-span and he performed his duties in accordance with the expectations of the upper-management team. After a few months in the position, in an official communication, Joseph was asked to meet one of the senior level officials, Tyge Smith, in his executive office. Tyge gave feedback to Joseph about how he was meeting upper- management's expectations and to keep up the hard work. After going through the formal discussion, Tyge started discussing an informal matter, off-the-record, with Joseph. Tyge began by inquiring about his employee's welfare, their satisfaction levels, and many other topics that touched on a more humanistic concerns rather than performance concerns. Tyge also inquired about Joseph's family, appearing to make an effort to get to know Joseph personally