o change her ways in dealing with those under her command.
Millennium's downward communication structure exacerbates the adjustment difficulties taking place since the merger. In an ideal scenario, Helen should have established an open door policy wherein any organizational member below her (most especially Dan) can communicate directly without going through the chain. Likewise, she must place Dan in the picture and enlighten him on what is to be expected from the merger and how this will affect their standing in the company, how such organizational development might influence the way their career paths will go and how the two companies' coalition will shape their future. However, this is not what has actually taken place. Together with the change in organizational structure, Helen also changed her methods of dealing with Dan; she has become mum about things that should have been discussed and just went about her way as if no drastic changes have transpired within the company. She has become so inaccessible that Dan started to distrust her; her "remoteness" amplified the anxieties that Dan has been going through since Millennium decided to merge with the Chicago-based organization. Similarly, despite the practiced downward communication structure within the company, Dan should have taken the initiative to talk to Helen and open up his apprehensions and concerns about his future with the firm so that he wouldn't feel so bottled up; he should have clarified with his superior whatever information he has obtained from the grapevine; Dan should not have disregarded the fact that information acquired from grapevines is emotionally charged information and is most likely warped, twisted and usually inaccurate. Apparently, the basic principles of effective communication - timely and specific feedback, taking the time to efficiently communicate, to be accepting of other individuals, active listening, saying what one really feels (or thinks) and not confusing the person with the problem at hand -- are definitely absent in the Millennium Advertising case.
In the situation of Easy-Money Department, communication flows poorly and feedback is almost non-existent, in addition, all forms of communication - whether downward, upward or horizontal - appear not to work. Likewise, there is an issue with the chain of command within the organization. For instance, in the situation where some kind of slipup occurred in the systems and planning department, the production group automatically assumes responsibility, something which should not be the case.
Although it is unfair to judge Mr. Wallace' (Karl's superior) lack of feedback about current and completed projects as indicative of "indifference" or "lack of interest" in the projects or in his direct subordinates' performance, such "unresponsiveness" can be perceived or