Nadia Burowsky has recently been promoted to a managerial position in a large downtown bank. Before...

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Nadia Burowsky has recently been promoted to a managerial position in a large downtown bank. Before her promotion, she was one of a group of bank tellers who got together weekly and complained about their jobs. Burowsky enjoyed these get-togethers because she is recently divorced, and they provided a bit of a social life for her. In Burowsky's new role, she will be conducting performance appraisals and making decisions about pay raises and promotions for these same tellers. Burowsky reports to you, and you are aware of her former weekly get-togethers with the tellers. Questions Is it ethical for her to continue attending these social functions? How might she effectively manage having relationships with co-workers and also evaluating them? Case 4 MANAGEMENT CHALLENGE EXERCISE As Canada's economy grew stronger with wide-spread vaccination to prevent COVID-19, a new power emerged in the executive suite. Many companies began shifting from cutback-survival mode to embracing such enlightened concepts as growth, expansion, and a healthy corporate culture. Canada's human resource specialists finally began getting away from planning layoffs and calculating severance packages to building productive teams, enhancing employee motivation, and creating a winning corporate culture. In some companies, HR's new role is not just evolutionary but revolutionary. A prominent medical products company, for instance, recently appointed its HR vice-president as VP of marketing. One large retailer promoted its former head of HR to country manager. In a recovering economy, it figured its biggest challenge is not merchandising, but improving the quality of customer service and building staff morale. Similarly, a high-tech firm created a senior HR position to forge a new corporate culture. The company knew it had more than enough software engineers on staff (most of them recruited right out of school) but realized it now needed more people who could challenge the culture-develop new markets, build more inclusive relationships, and foster risk-taking in a company that had always talked things to death. The HR executive's mandate: Find tech-savvy business leaders and hire them now, even if their job does not exist yet. Because of your expertise, your advice is now being sought by these executives. Questions What course of action would you recommend to the executives to fulfill their mandates? Nadia Burowsky has recently been promoted to a managerial position in a large downtown bank. Before her promotion, she was one of a group of bank tellers who got together weekly and complained about their jobs. Burowsky enjoyed these get-togethers because she is recently divorced, and they provided a bit of a social life for her. In Burowsky's new role, she will be conducting performance appraisals and making decisions about pay raises and promotions for these same tellers. Burowsky reports to you, and you are aware of her former weekly get-togethers with the tellers. Questions Is it ethical for her to continue attending these social functions? How might she effectively manage having relationships with co-workers and also evaluating them? Case 4 MANAGEMENT CHALLENGE EXERCISE As Canada's economy grew stronger with wide-spread vaccination to prevent COVID-19, a new power emerged in the executive suite. Many companies began shifting from cutback-survival mode to embracing such enlightened concepts as growth, expansion, and a healthy corporate culture. Canada's human resource specialists finally began getting away from planning layoffs and calculating severance packages to building productive teams, enhancing employee motivation, and creating a winning corporate culture. In some companies, HR's new role is not just evolutionary but revolutionary. A prominent medical products company, for instance, recently appointed its HR vice-president as VP of marketing. One large retailer promoted its former head of HR to country manager. In a recovering economy, it figured its biggest challenge is not merchandising, but improving the quality of customer service and building staff morale. Similarly, a high-tech firm created a senior HR position to forge a new corporate culture. The company knew it had more than enough software engineers on staff (most of them recruited right out of school) but realized it now needed more people who could challenge the culture-develop new markets, build more inclusive relationships, and foster risk-taking in a company that had always talked things to death. The HR executive's mandate: Find tech-savvy business leaders and hire them now, even if their job does not exist yet. Because of your expertise, your advice is now being sought by these executives. Questions What course of action would you recommend to the executives to fulfill their mandates?