Scenario 1
You are a human resource manager in a school district. You have recently received several complaints about Francis, a newly hired high school principal. Some faculty report that Francis's leadership style includes micromanaging and constant monitoring of their lesson plans. Upon further investigation, you learn that although Francis scrutinizes some teachers, other teachers have more freedom and are permitted to conduct their duties without issue. This has led to a toxic work environment and many faculty members believe Francis favors some teachers and distrusts others.
You have also discovered that Francis has placed a few teachers on a performance improvement plan (PIP) for minor infractions and has occasionally publicly reprimanded these teachers in front of students, parents, and other faculty. The school board has asked you to meet with Francis, provide some administrative coaching, and then document the results of your discussion. The documentation will be included in Francis's personnel file.
Scenario 2
You are a manager for an organization in which you supervise a team of 10 employees. Your director, Marie, has asked all managers to make changes to their supervision strategies to improve performance goals and expectations. The strategies include covertly installing surveillance software on company-issued laptops and devices, formal citations for tardiness, and locking the employee break room before and after lunch.
You are concerned about employee burnout, low morale, and poor productivity if the strategies are implemented, and employees discovering they are being discreetly monitored.
You have spoken to Marie, but she insists you continue with her plan. You have decided to file a report with the organization's ethics committee.
