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Ted Shade: Management Turbulence at Mega Microsystems, Inc.
Barry Armandi, Jeannette Oppedisano, Herbert Sherman
published: 2006 | Case Study | Organizational Behaviour
Subject Area: Organizational Behaviour; Human Resource Management
Key Issues: Emotions and Stress; Work Related Attitudes; Group Dynamics and Employee Relations; Organizational Culture and Employee Turnover
Case Description: This case deals with the difficulties surrounding what is perceived by co-workers, subordinates, and superiors as a problem long-term employee, Ted Shade. Shade, the Senior Director for Supplier Management, describes himself as a very hard working individual, quite devoted to the firm. His subordinates describe him as technically competent but burned out and unprofessional. Because of Shade’s tenure in the firm and the critical management needs in high tech fields, his manager, David Ming, Senior Vice President of Operations, is trying to decide what to do with Shade. Ming appreciates Shade’s hard work, loyalty to the firm, and willingness to work with a management consultant to change his supervisory style. However, the negative feedback that Ming has received about Shade from his subordinates and line workers create the present problem. Other mitigating factors entering into the situation include the sudden resignation of Chuck Richards, Vice-President for Manufacturing, the relatively high stress level of the high tech work environment, and the level of employee turnover rate in Shade’s division.
# Case Pages: 11
Case Number: 030070-23-4
Teaching Note: Yes
revised May 24/06
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