Page 277 - Business Principles and Management

C HAPTER 10 A SSESSMENT

concerns about changes going on in the company. After dinner the fol-
lowing conversation occurred:
Seth: Tomorrow’s a big meeting. The new president and the two new vice
presidents will be there to explain the new reporting procedures.
Josh: Was something wrong with the old method? It worked fine for my
office. We do the reports according to the rules. We hear from
headquarters only when something isn’t done right.
Seth: The new managers are different. They like meetings and lots of
contact with employees. They even stop by my office every few
weeks to chat. They seem friendly . . . even invited me to stop by
their offices. Nothing like the former managers! You never saw
them and never heard from them unless something went wrong.
Then they’d send threatening memos.
Josh: Is that why most of the regional managers kept clear of headquarters?
The person I replaced warned me not to break any of the rules. “Just
keep your nose clean,” she said. “If you don’t bother them, they
won’t bother you.”
Seth: That’s the main reason the board of directors changed the top man-
agers. The new managers expect good work, but they also seem to
want the employees and managers to discuss problems. They even
want us to suggest solutions. Imagine that! Some of us aren’t sure
whether to trust them yet. We’re afraid if we make one mistake,
we’ll be fired.
Josh: They seem to be practicing what they preach, Seth. The Houston
regional manager stuck her neck out and made a suggestion, and
a vice president flew down to talk with her. The grapevine said he
made a real big thing over the idea. Her picture is in the newsletter
that just came out. The newsletter has plenty of information about
her suggestion.
Seth: The way these new people operate . . . it’s different. I’m not sure
I like it. The new monthly report even has a place in it where you
can state complaints and make suggestions. They’re going to get
an earful when the next month’s forms are returned. That’s no way
to run a business.
Josh: Let’s give them a chance, Seth. At least they’re willing to listen,
which is more than you could say about the departed managers.

THINK CRITICALLY
1. Did the corporate culture change between the old and new top man-
agement? Explain.
2. What evidence is there that the new top management will encourage
or discourage upward communication?
3. Did the new vice president use more than one channel of communi-
cation? If so, how?
4. Did the old or the new top managers place more stress on two-way
communication? Explain.
5. Will Seth be as comfortable as Josh with the new managers? Explain
your answer.

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