Case Study:

Deck Talbot had started with the company as an office boy at the age of 16. Now, at age 59, he was the training director and he was in trouble.

During his career, Deck had spent time in nearly every department. While none of his service was outstanding, he was a reliable, hardworking employee. Because of his varied experience, he had been assigned to the personnel department several years ago when the company started a methods improvement program and needed a trainer. Deck was sent to school by the company to become knowledgeable in the area of methods improvement, and he became very enthusiastic about the subject. Though he had never finished high school, the company had sent him to several courses on a variety of subjects, and he had done some reading on his own. He did not, however, avail himself of the companys tuition remission plan which would have allowed him to go to school at night to improve his formal education.

He conducted several classes in methods improvement and then started a program for the preparation of procedure manuals. During this period the company grew rather rapidly and the training function expanded.

Having no one else available, the personnel vice president promoted Deck to the position of training director. He also hired a young man with a masters degree as Decks assistant. As time went on, three more bright young training analysts with masters degrees were added to the staff to meet the mounting requests for training programs from the major divisions of the company.

The company was now conducting two management development programs, one for first- line supervisors, and one for middle management, a college training program for college graduates hired as executive trainees, a work measurement program, an orientation program, and several skill programs.

In other words, the training department was now an important function, and Deck found that he was unable to cope with his increased responsibilities. He was afraid of the bright young men who worked for him but did not respect him. He couldnt handle the dynamic executive trainees, and he found his lack of formal education a definite handicap. He postponed decisions and continually withdrew from controversy. He exercised no leadership and his assistant assumed the responsibility. He longed for the days of the first methods improvement program he taught. The world was passing him by; to escape, he started drinking excessively. His rate of absenteeism climbed and the personnel vice president spoke to him about the problem. Deck agreed too complete physical, as well as psychiatric help at company expense.

The personnel vice president kept Deck in his position as training director even though the department was being handled by Decks assistant, who by now was openly critical of Deck. After a period of treatment, Deck did not show any appreciable improvement and the personnel vice president wondered what to do next.

Question Number 1: What course of action should be taken now by the personnel vice president?

Question Number 2: What can be done with an employee whose position has outgrown his abilities and who has long service?

Question Number 3: Is the personnel vice president at fault for promoting Deck in the first place?

Question Number 4: Is it possible that he feels guilty about his error of judgment in Decks case and that is coloring his handling of the problem?

Question Number 5: Should a company feel any sense of responsibility of promoting a man over his head?