The Case of the Temperamental Talent

4024 Words Mar 20th, 2008 17 Pages
The Case of the Temperamental Talent
Case study

Silvia Szaboova class SM3

Table of contents

Introduction 3
Main issues 4
Findings 5
Pierre Casse 5
Steve Niven 6
Carolyn Boulger Miller 7
Lyle Miller 8
Own suggestion 9
Effective interpersonal communication 10
Conclusion 11
Bibliography 13

Introduction The aim of this case study is to analyze The Case of the Temperamental Talent and provide recommendations on what could be done in order to resolve the company problems that appeared in Tidewater Corporation. First of all, before going into details let me introduce the main characters of the case. They are as follows:
Bob Salinger: CEO of Tidewater Corporation
Ken Vaughn: Head of Design Department
Harold Bass: Head of Human
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Main issues What I have identified as a main issue is the fact that Ken Vaughn's behavior in work and his attitude towards the reorganization plan has become both inadequate and intolerable in Tidewaters. Furthermore, he causes toxicity in the workplace, as well as insecurity and stress to all his colleagues. It is obvious that Ken's high performance at work was mainly driven by job satisfaction. However, in the new circumstances he lost job involvement and organizational commitment. He felt no more that he is valuable for the company, thus he did not want to be a part of it.
On the other hand, the case is not only about Ken's unstable behavior but also about the poor communication among the management and employees that let the problem gone so far. They missed to influence employees' perception of the changes in Tidewaters. As it is stated in the case study the primary question is whether "Ken Vaughn is too valuable to fire or too volatile to keep."

Findings In this part of the case study I would like to introduce you four experts who have analyzed the recent situation in Tidewaters and came up with some alternative solutions. The point is not only to give recommendations on what should be done at this stage of the case but also to understand what has gone wrong and how could it be avoided in the future.
Pierre Casse
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