solution

For 10 years, Ms. Katigbak had been the Management Services
Director of the Quality Control Division of her Corporation. With
professional experience gained from various industries, her
technical expertise was undoubtedly quite valuable to the
corporation. She, however, had personal attitudes which created a
wall of hostility between her and her staff and the rest of the
Senior Managers of her Division.

For one thing, Ms. Katigbak did not see any point in laughing at
a joke which she not consider funny. Unfortunately, her standard to
“funny” was in the line of erudite humor, which even the other
Directors found too deep for reflection. Neither did she believe in
attempting to gain the drift of others if only to gain rapport with
them. She insisted in being her own person regardless of what
others believe.

It was, also rare for her to concede to anything. This attitude
was compounded by her difficulty in expressing her thoughts
especially when it comes to justifying herself. This caused
misunderstandings between her and others which further aggravated
her won negative perception of others as well as their negative
perception of her. She could not give allowances for differences in
her attitude with those of others. And those who differed from her,
in one sense, were treated with a degree of coldness.

She was aware of her social deficiencies, but according to her,
she simply could not be what she was not. She often mentioned that
it was already very hard for her to change her ways.

Outside the workplace, though, Ms. Katigbak tried hard to be
friendly with her staff. And while she showed concern for their
professional training, she herself could not seem to be at ease in
relating to them in the workplace. It was as if she was afraid that
friendship would curtain her authority.

At this time, a new problem-solving system was being inculcated
throughout the corporation. To show her concern for her staff, she
made them the first trainees on the system.

The system was designed to enable a group to identify a problem
and recommend a solution throughout the various stages of the
system. The group was placed under the guidance of Training
Assistants from the Personnel Directorate enduring the objectivity
of results. The exercise with her staff identified three
difficulties in their workplace, one of which concerned Ms.
Katigbak. The recommended solution was to replace her.

Needless to say, this put Top management in a dilemma. Ms.
Katigbak was an officer of the company, and to continue to attract
talent to officership, her tenure had to be protected. Besides, the
problem was focused on Ms. Katigbak’s personality. How exactly does
one correct that? She had already attended Dale Carnegie’s course.
On the other hand, faith in the system they were endorsing was
being put to the test. If they could not support its results now,
how could they expect anyone to believe its merits? Answer the
guide questions.

1. Describe the personality of Ms. Katigbak. How is this
reflected in her communication style?

2. How has this style affected her relationship with her
associates and subordinates?

3. If you were the management, would you have her replaced?
Defend your stand.

4. What implications do the case have on management policies and
practices on hiring and developing workers and staff?