Just as Nancy was beginning to develop a productive work team, her team is

faced with a new challenge. For many years Nancy has reported to the Vice

President of the company, but a major reorganization means that her office will

be moving to a new location, and she will be reporting to the new Vice

President for Financial Management $($this is a newly created position$).$

Nancy isn't sure how the organizational changes will affect her office. She

doesn't think anyone will lose their job, but it's probable that some work will be

reorganized. New systems may be introduced, and some tasks may be

outsourced. It's possible that Nancy will be able to make a case for hiring one

or two new staff members due to increased workload. There's also a chance

that she may be asked to incorporate the staff from another unit into her team.

The President$/$CEO has been discussing the reorganization and has invited

Nancy to attend parts of their meeting. She knows some of the options they

are considering, but they have asked her not to discuss it with her staff until

decisions are finalized.

In your initial post please address the following discussion questions:

What kind of information should Nancy give her staff? How can she

ethically balance responsibilities to the President$/$CEO $($not discuss the

reorganization with her staff until decisions are finalized$)$ and to her

staff?

How should she handle their questions if she's not sure of the answer?

Given each staff member's style preferences, what kind of

communication issues are likely to arise? What can Nancy do to help he

team make a successful transition?