Read the "Ethical Dilemma" vignette at the beginning of Chapter 11. What are some of the leadership problems occuring at the firm? How did they effect Stacey? Do you have any hope that the firm will change its ways? It's urgent please help. Thanks

Stacy, a recently hired employee of a growing local CPA positive and favorable manner." Stacy was one of those staff firm called Dewey, Cheatume, and Howe, just passed members doing the interviews. all four parts of the CPA exam. The University of Virginia Stacy did not know how to portray the firm in a positive prepped her well for her new job, and the partners had high manner when she was so miserable. She particularly expectations for Stacy because she scored near the top of disliked Doug. It seemed to Stacy that Doug made it his her graduating class. As a result, Stacy was fast tracked mission to torment her by criticizing her every move. He and performed at an advanced level on some jobs. This was hovered around her desk and made comments about due, in part, to her excellent skill set and also because of making sure not to mess up again. heavy firm turnover at the senior level. After getting advice from one of her coworkers, Stacy Because of the long hours and her inexperience, decided to approach Doug about his behavior. He did not Stacy started to make simple errors such as not meeting take it well. time budgets. She began working off the clock because "Look, if you think I'm being too hard on you, then she did not want management to know she had a hard maybe you should just leave," Doug responded. "It's time handling the workload. After a few months, she _ obvious you are not cut out for this business." Doug casually mentioned the extra hours to a coworker, who continued to berate Stacy for her "shoddy" work until she told her working off the clock is considered unethical and was close to tears. the company has strict policies against it. Stacy was not "If you want to make it in this business, honey, you got only embarrassed but also upset that the company never to realize when to pick your fights. Me, l'm not in the habit made this known to her-particularly since she knew her of losing." Doug walked off in a huff. immediate supervisor knew full well what she was doing. The next day Stacy was to interview someone for a Stacy stopped working off the clock and began to work lower-level accounting position. As she walked down the more quickly to get things done in the expected time frame. hallway, Doug approached her. A few weeks ago, Stacy leamed her recent work on "I hear you're going to be interviewing a new candidate a tax return had to be redone; Stacy mistakenly charged today. Just remember, make this company look good. No the wrong client for the return. Doug, one of the partners, _ whining about your bad work experience." publicly reprimanded her by saying, "Next time it's coming Stacy contained her anger when she entered the out of your pay check." Later that same week, as Stacy room and sat down in front of the candidate. She did her helped interview a candidate for one of the open accounting best to act professional and stifle her emotions. The real positions, she accidentally chipped the glass table in the dilemma came when the candidate asked about the firm's conference room. When Doug heard about it, he said, "I culture and how Stacy personally liked working there. She hope your personal insurance covers the table. You'll need swallowed. She did not know how to sugarcoat her answer to speak to the secretary and get this replaced." without making it an outright lie. Over the following months, the firm continued having more resignations. It became so problematic that the Senior QUESTIONS | EXERCISES Board requested a psychologist interview all staff members. 1. Describe the deficiencies in ethical leadership at Stacy's When Stacy was interviewed, she described the poor firm. treatment of employees and unreasonable expectations. 2. What type of conflict management style does Doug Apparently, other employees had the same complaint. have? Are there more constructive ways for him to hanThe resulting report from the consultant pointed toward dle conflicts with employees? numerous management problems at the company. Shortly 3. Describe the alternatives Stacy has answering the candithereafter, the partners responded in a way the staff did date's question and the advantages and disadvantages not expect: They took the report personally. As a result, of each. rumors began to surface that the fimm was going to go up for sale. Still, the interviews for staff positions continued. One Monday morning a memo surfaced stating that all staff TTis case is strictly hypothetical; any resemblance to real persons, doing interviews for new hires were to "present the firm in a companies, or situations is coincidental