CASE STUDY $15$

Out of Control

Background Information

Judy Wheeler was coming to really dislike the third Tuesday of each month. This was the day of the monthly status briefing of the Special Operations Review Committee. Judy sat at the head of the conference table, looking out the window at the other buildings populating this office park. As head of the Committee, Judy was always the first there, waiting for everyone else to arrive. However, the situation had not been like this in the beginning.

When the Special Operations Review Committee had been formed four months ago, she was very proud to be appointed to head it$.$ With the competitive pressures on the business growing for some time, there were many rumors about new corporate initiatives to search for ways to improve the productivity of various systems and operations. She felt it was an honor to have been put in charge of one such initiative. The Committee included people from data processing, auditing, accounting, operations, marketing, and personnel.

She looked around as people began to file in$.$ "This thing has turned into a real zoo," she thought, "and my patience is running out."

She looked at some of the real sore spots. One was Mike Slater, typically sitting over at the corner of the table, staring vacantly into space. He was as aloof as ever. It was clear from his actions and comments that Mike did not want to participate in this Committee. She overheard him comment one time that he had better things to do than work with a bunch of "operation types." He would show up late, walk out in the middle of the briefing, read the paper, do almost anything he could think of which would say: "I don't want any part of this, and I'll work real hard not to play a part in it$."$ He was usually successful, and when he did contribute, it was only by virtue of his making some kind of caustic remark. Unfortunately, Judy realized, Mike did have some important insight and experience that could be very helpful to the Committee. It was just that he made it so difficult to listen to him.

She looked at Fern Henry, standing near the coffee pot, joking with Sue Casey. Fern was from Personnel and had been in that department for over $15$ years. Fern's biggest asset was her ability to talk about anything, at any time, and for great periods of time. And while her knowledge of the personnel issues surrounding the Committee's work was good, she tended to voice her opinions quickly and at length, neither fully considering them nor allowing others to question her. She could talk for $10$ minutes at a stretch and end up saying very little. Judy hated to turn her on because it was hard to turn her off.

Judy glanced at Sue Casey, who was from Operations. She then saw Buddy Griffith, also from Operations, enter the room and sit down. About the time this

Committee was formed, Sue was given a promotion to section supervisor. Buddy had made it clear to many people that he thought he deserved the job, and since then, there was nothing but animosity between Buddy and Sue. Judy smiled to herself, thinking: "You can bet that whatever one of them has, the other will try everything possible to tear down and make look foolish."

Finally, she noticed Wendy Abrams sitting at the other end of table. Wendy, who felt she should have been put in charge of the committee, often tried to take control of meetings by making assignments, questioning others on where they stood, and dictating agenda. Everyone knew what she was doing, and more than a few had noted how negatively her disruptions affected the group's work.

Judy was becoming concerned with the Committee's progress. Some of the key tasks were dragging; others were working at cross$-$purposes. Judy was becoming concerned about how to proceed.

CASE STUDY ANALYSIS WORKSHEET

What are the central facts of this case? What assumntions have vou made ahout this case?

What sub$-$issues or related issues, in this case, merit additional consideration?

Analysis and Evaluation

Who are the stakeholders in this case, and what are their stakes?

wnat challenges, threats, or opportunities are posed by these stakeholders?

What economic, legal, ethical, and philanthropic responsibilities does the person or company have? What are the nature and extent of these responsibilities?

CASE STUDY ANALYSIS WORKSHEET

What are your recommendations for this case?

If strategies or actions are involved, should the person or company have acted as it did?

What action should be taken now? Whv$?$ Be snecific.

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I$\mathrm{.}15$t several nntinns and the nrne and none of enoh antion

Select an optimum solution and describe how it should be implemented.