Farman Ali -22103

Q1) what problems has Susan identified with the night shift operations of the Devil's Den? How
well does the management team perform such strategy execution processes as competency building,
shaping the culture, instituting policies and procedures, establishing control systems, developing
reward and discipline systems, and exhibiting ethical leadership?

Susan, a worker of the devil’s den snack bar on campus has identified many problems with the
operations of the night shift. She believes that food is stolen by employees for personal and
friends’ use, and this happens because of weak supervision and no rules in writing as well as
easy access to the storage area. Moreover, she thinks that student managers are not properly
trained and do not take their job seriously.
In terms of strategy execution processes, the management team appears not to be doing very
well. There is no evidence of competency building, shaping culture or some kind of policy and
procedure development. The control system also came out weakly because of people managing
to steal food without being caught. Another thing is reward & discipline systems being unclear
while ethical leadership cannot be seen.
Generally speaking, Devil's Den’s management team does not do much in implementing its
strategy. Night shift operations are poorly run with much room for improvement.

Q2) What is Susan's dilemma? What seems to influence her perceptions and behavior? What seems
to influence the perceptions and behaviors of other Devils Den employees?

Susan is conflicted. Her instinct is that she has been witness to wrongdoing (theft of food) at
work (the Devil’s Den), and that it is therefore her responsibility to bring it to the attention of
management. On the other hand, she is afraid to do so, because she perceives that colleagues will
ridicule her and is fearful that management will not do anything about it anyway given the
seeming laxity of top-level management in dealing with the issue. So, while your personal ethical
compass, your sense of what is right and wrong, has a role to play in all your perceptions and
behaviors, it features particularly prominently in matters like these. Despite her disdain for ‘the
commonplace thievery and the fudging and covering up (why can’t the Den have the
professionalism of a department in the college?)’ Susan fears ‘if I said a word I’d lose my job,
and I can’t afford to do that. I have obligations.’ Indeed, the other employees of Devil’s Den
appear largely conditioned by the larger culture of work and management that surrounds them. In

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the absence of rules, lax supervision, and superficial or even open tolerance for small infractions,
the behavior ends up normalized. Some employees, such as the student manager Bill, seem to try
to hold the line on standards, but even their efforts come to naught thanks to systemic problems.

Q3) What should Susan do about her dilemma?

After reading the case study, Susan has a difficult choice to make. Here are some steps she can
take:

1. Gather more evidence and report it formally:

• Susan can get records of actual thefts – dates, times, names of guilty parties
• Her case becomes stronger, and she avoids all accusations of hearsay.
• She could confront a trusted manager or supervisor, presenting what she
documented and voicing her concerns. In this manner, Susan is taking her
complaint directly to a party in a position to bring them to an end.
• Yet at the same time it risks irritating relationships with peers – or worse,
punishment – if management is dismissive.
2. Seek support and raise the issue collectively:
• Susan could talk to her fellow students who also work at the help desk to find out
what they think and build some more allies.
• If other people feel the same way, they can jointly confront management,
thereby amplifying their voice and making themselves more difficult to be
singled out.
• This approach fosters solidarity but might be ineffective if other employees are
indifferent.
3. Address the issue indirectly and anonymously:
• If direct reporting feels like too much, Susan can report to a hotline or an online
tip jar (if there is one at her organization) anonymously.
• This protects her identity but reduces the likelihood of immediate action or
concrete solutions.

But, of course, what choice is best depends on Susan’s risk tolerance, particular priorities and
estimation of the situation; each option carries benefits and burdens. There is no right answer.