Description
Support your statements using scholarly references (APA style).Remember to cite your references and to reference your citations (using APA style).Use APA style for your document.
Unformatted Attachment Preview
Chapter 6 Practice Your Skills: Case for Critical Analysis
The Office
Krista Acklen was the “golden girl” of metropolitan government in a large Midwestern city. The top
graduate of a local high school, she studied in France and interned at Vogue in Paris before returning to
the United States to get an MBA, and she landed a position with a top New York public relations firm.
She knew everyone, and chatting with or “doing lunch” with the rich and famous was a normal day for
Acklen.
The only child of a single mother, Acklen dropped it all and willingly returned to her Midwestern
hometown when her mother’s health declined suddenly. She had barely settled in and established home
care for her mother when the mayor’s office contacted her with a job proposal. Would Acklen consider a
position developing and directing a public arts program for the city? She enthusiastically accepted the
job. With her winning connections, drive, and abilities, she quickly expanded her mission to develop a
range of arts programs. Donations and grant money poured into programs under her established
nonprofit organization developed to support city parks. Headquarters for Acklen and her staff was a
comfortable, unused third-floor space in the city library that used to hold books and magazines that
were now stored digitally.
Then John Mitchell, director of parks and recreation, summoned her to a meeting “to learn of a decision
I have made that will affect your group.” Acklen was curious to find out what was going on. Knowing that
budget factors had recently forced reductions in staff and office space throughout city government, and
aware of the importance of dealing carefully with public opinion, as well as the feelings of employees
and other stakeholders, Acklen felt that she was prepared for any decision Mitchell might have reached.
She tried to get comfortable in the chair across from Mitchell, who seemed ill at ease. Avoiding small
talk, Mitchell said that he intentionally did not discuss the decision in advance because he believed
Acklen would object. He would not accept her objections anyway, he indicated, so the decision was final.
“What is the decision?” asked Acklen.
“The mayor wants half of your group’s office space for the Greenways project,” Mitchell replied, “and I
see no alternative except for you to agree. Her idea makes sense, and you must go along.”
Acklen felt fury rising in her chest as she stared at Mitchell while thinking, “This people-pleasing, suck-up
jerk. He will do anything to win the mayor’s favor.”
The Greenways project, directed by Lisa Todd, had developed a number of beautiful areas throughout
the city. In recent years, Greenways had received the bulk of new money and attention from the federal
government, and Todd’s staff had grown with the additional funding and development projects.
As Acklen regained her composure, she shot back at Mitchell, “Not consulting me on this is
unacceptable. I should be part of any decision affecting my staff and program. I could have helped plan a
solution that worked for everyone.” Mitchell started to speak, but Acklen cut him off. “You have a
responsibility to my group, as well as to Mayor Simpson and the other projects of this city. I think you are
giving us the shaft as an easy way to please her.”
The two argued a while longer, but Mitchell wouldn’t budge. Finally, Acklen said, “John, since this was
your decision, you should be the one to tell my people. You better come over soon before the word gets
out.”
“No,” Mitchell said, “you are their immediate boss. You have to tell them. That’s your job. Where is your
team spirit, anyway?”
Acklen returned to her office, seething, and vented about the problem to Joanne Franklin, her most
senior employee. “Oh no,” Joanne moaned. “We really need all this space. Our program is growing, too.”
Acklen agreed, but she explained Mitchell’s support of the suggestion from the mayor’s office to make
additional office space available to Lisa Todd and her staff. Joanne started brainstorming. “I suppose we
could pair up in the offices.”
Acklen shook her head. “We are team players. But John Mitchell and the mayor need to know that this
decision was not handled in a way that shows respect for our employees.” After a pause, she continued,
“I’m too frazzled to think about it anymore today. Let’s talk about this tomorrow.”
Questions
1.What decision style did John Mitchell use (Exhibit 6.5) and what mistakes do you think he made with
the way he solved the problem of limited office space? Explain.
2.What decision approach would you have used if you were Mitchell? Why?
3.What are Krista Acklen’s options for responding to Mitchell’s decision? What should she do now? Why?
Purchase answer to see full
attachment
