Reference no: EM132875601
Organizational Culture With the Wrong Tolerance
For this discussion, the new CEO comes to you and tells you that he is a positive person, but there are things he wants you to know that he is very much against. Among them is tolerance for highly capable employees who are bullies or insensitive to others.
When he tells you this, you know right away things are about to get really difficult for you, because you have two senior leaders, both division chiefs with over 60 employees, whom you suspect meet the CEO's criteria for undesirable behavior.
One of the division chiefs is a quiet, highly focused professional who never raises her voice but consistently has employees coming to your office to tell you that this supervisor is persecuting them. The complain that she checks all they do, goes through their cubicles, is highly critical in meetings, and gives them special duties requiring them to stay late and come in early. There has been a rumor that this supervisor was making employees inspect bathrooms to insure the custodial staff did their job, but you never could confirm it.
The other supervisor has an effective organization and seems to have divided his organization into two groups. One group he seems to like and identify with. The other group he consistently complains about to peer leaders, because he thinks they cannot seem to do anything right, although you know the second team is equally as productive as the preferred group.
- What can the HR VP do to make the new CEO transition a positive one from his perspective?
- What can the HR VP do to make the new CEO transition a positive one from the perspectives of the employees, managers, and professional staff?
- What can the HR VP do to present these leadership challenges to the new CEO as they are and take a rational approach to the situation that balances the new CEO's leadership philosophy with effective employees? Please do not use standard transactional approaches in your response, such as progressive discipline for both supervisors.