Case Study Response Based on Powerful Conversations by Phil Harkins

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heatherscaggs82@gmail.com Heather Scaggs CASE_STUDY_No1.doc Comments Share File Edit View Help HeatherScaggs82 has opened the document. CASE STUDY # 1 Greenville Town Hall is the center of Greenville town government and employs 450 people. Dave Randall has been the Greenville town supervisor for fifteen years. While under his supervision, the town has nearly doubled in both population and business expansion. This, in turn, has transformed Greenville from a small-sized rural town into a growing community. As a result of this economic expansion, a number of problems began developing. The town’s employees had long been accustomed to a slower work pace and a fair amount of time for socializing during the working hours. This had previously posed no problems since their workload from town development and expansion was half of what they currently were experiencing. Department heads had a management philosophy that said, “I don’t care how the work gets done, as long as it gets done.” The clerical and hourly staff are members of a local union and were the recipients of a generous contract which provided them with a 6 percent raise and a liberal sick-day and vacation policy. Management increases averaged 10 percent with a similar benefits package. While the Greenville town employees were receiving these generous increases, town residents and business people were voicing their dissatisfaction with what they were getting for their tax dollars. Town residents were complaining that they were getting poor service when coming to the town hall on business. Dave Randall was receiving letters and

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