Mistrust between Karen Leary and Ted Chung - Essay Example

Over time Chung did not turn out as Leary expected since he distanced himself from her and his fellow workmates, although his work was outstanding at first, Leary became uncomfortable with the way Ted conducted his business; as well, she was uncomfortable with his request. The primary problems, in this case, include Ted’s performance conflicting with company demands, the language barrier between the industrialist and Karen the manager at Merrill Lynch, and Ted’s withering of individual responsibility under the demands of the client. Other problems include Ted’s Self-interest which led to greed and selfishness as well as Karen’s indecision regarding Ted’s request.

In this case, the Causes of the problems include the culture at the organization before Karen became manager; Ted’s professional performance sometimes conflicted with the company's demands and Self-interest. Other causes include Ted’s change in performance reporting, Chung’s integrity issues, and the decline of individual responsibility.
Various Alternative actions would require all FC (Financial Consultants) to comply with the company’s standards of professional conduct, setting up an investigative procedure that allows a thorough review of a client’s investment and ensuring that enforcement of disciplinary actions remains fair and credible.

Several alternative actions include; requests for investigation, a hearing panel, a disciplinary and hearing commission, and an appeals committee. As well, since people are different because some thrive in high activity levels while others prefer one thing at a time, there is a need to control the undertakings a person is comfortable with by use of skills in financial management.

The cultural framework determines human resource practices in many companies, especially in recruitment and personnel management, which was the main cause why Leary hired Chung for the position of financial advisor to target Taiwanese investors. Since employee belief regarding obligations to an organization or other employees is inherently perceptual and subjective, a person’s interpretation of terms and conditions of obligation may differ, which makes employees develop different comprehension of employer obligations. For instance, according to Elias and Linda (6), when Chung is ordered to stay at the sales assistant desk, he was uncomfortable with the request and maneuvers his way out of the desk.

In evaluating Chung, it appears that Leary made perpetual errors in assessing him; for instance, it is clear from the study that Ted’s “increased displays of ego and temper” worried Leary (Elias and Linda 8). Moreover, even though, she was concerned with Chung’s slow start, with time Chung became a strong producer and Leary acknowledged that the Taiwanese market had the potential to be further developed (Elias and Linda 8). Nevertheless, Leary felt uncomfortable with various aspects of Ted’s performance since she did not know how Chung’s client was involved with the account, and matters were made worse by her inability to access the client because of the language barrier and the client’s close relationship with Ted. Although a year passed since Chung got hired, Leary tried to know Chung better but often distanced himself from her and other financial consultants in the office (Elias and Linda 1).

Within an organizational setting, individuals seek to fulfill personal goals, while at the same time others within the same setting react to the person; hence in organizations, there are intrapersonal and interpersonal motivational issues. Attribution theory is linked to intrapersonal and interpersonal apprehension in organizations and offers constructs for other theories that justify the concerns. During their lunch, it did not surprise Leary that her Lunch with Ted was uncomfortable since she did know him very well; however, his request for a private office took Leary aback.

She reviewed the request together with being uncomfortable with aspects of Ted’s performance made her feel his request was inappropriate since only eight and the most experienced of the 45 employees had private offices (Elias and Linda 1). As well, even though the other employees were amazed by Ted’s way of doing business, they considered the office to be part of their family where things were carried fairly. At this time, one private office was available and Chung already had his eye on it; although to the other financial advisors, a private office was an essential success symbol, which they had to work hard to achieve (Elias and Linda 8).

I would engage in an interactive process with Chung to explore reasonable outcomes or provide a reasonable explanation that the organization cannot be able to offer him the office without undue hardships in the business. Moreover, I would avoid discriminating against the employee or retaliating for requesting a private office. The factors to consider in responding to the request include; weighing the impact the offer would have on other workers and the organization, as well as advice from the organization’s counsel. Other factors include the ability to keep the employee, the motivation for the request, and the ability of the organization to afford to drop the employee.

In conclusion, though Ted’s employment with the company was to introduce a fresh dimension to the business by wooing Taiwanese investors, his employment with the company brought more than the intended results. Even though Ted had a slow start at the company, he soon managed to perform by persuading a Taiwanese industrialist to invest in the company consultants. However, with time, Ted’s conduct in the company became an issue for Leary moreover Ted's request further complicated the way Leary related to him.  Read More