QUESTION 2 Marks] CASE STUDY: PROBLEM-SOLVING [20 A new assistant was recruited who, in retrospect, was not a suitable candidate for a position in a particular department. According to the other department assistants interviewed, the company did not provide a sufficiently realistic insight into what the assistant job entailed. It also did not explain what one was expected to achieve and the pressure one would be expected to work under. The induction provided was also seen to be inadequate. Some managers and management trainees were also critical of performance management, support and the "distant" involvement of the personnel department. Given the pressured work environment and the focus on tasks rather than people, the person involved did not ask for and/or was not provided with the necessary support. Her first manager was not considered to have particularly good people management skills. English was not her first language, and good writing and verbal skills were required to perform adequately in the job. It became clear after six months that this person was really battling. The "grapevine opinion" had by then taken root and her chances of survival in the department or anywhere else in the organization were minimal. Nobody wanted to inherit a "failure". The "unwritten rule" was that the person should read the writing on the wall and leave before it really got out of hand. The person's self-confidence started to crumble and the other trainees formed a "caucus" to provide support Management discussed the issue among themselves and the two "groupings" became more and more "suspicious" of one another. Perceptions grew furthe apart, but there was still no open discussion or attemp to solve the problem jointly. Answer the question below: You are required to analyse the above case study and describe what you believe to be the problem in this case. Use the knowledge and expertise you have gained from the course as well as your own and take the case through a problem-solving process. (20)