Two months after Bohn joined Xographics, the company held its annual picnic at a Six Flags park. Most of the employees and their families were there. Bohn saw Viet at the picnic and handed him a soft drink. The following conversation then took place.

Viet: Hey, Ellen [Bohn], got a minute?

Bohn: Sure, what’s up?

Viet: Well, I was talking with one of your managers that I know pretty well. You know, an off-the-record chat about the company.

Bohn: Yeah?

Viet: He told me that the company’s management style is the mushroom style: Keep them in the dark and feed ’em a lot of manure. He said that nobody knew you were hired until you showed up at the plant. We heard that the guard didn’t even know who you were.

Bohn: Yeah, I guess that’s so.

Viet: This manager said that he has been doing his job for ten years and has never received any performance appraisal.

His raises are just added into his check. No one has pointed out his strong and weak points.

Bohn: Yeah, I guess that’s so. But, I’m not totally sure. You know that I’ve been here only a few months myself.

Viet: Yeah, I know that, but listen to this. Tom Kerr, the new manager of industrial engineering, hasn’t talked to or even been introduced to anybody in the paper-machine area, and Tom has been on the job for three months.

Bohn: Ken [Viet], how widespread do you think this feeling is about the mushroom style of management?

Viet: I don’t know, Ellen, but I think you ought to find out if you want this place to produce.

1. What steps can Bohn take?

2. What barriers to communication may exist?

3. What role has the company’s informal communication network played in this situation?