Reference no: EM133258241

Case Study 1- Interacting Effectively - Savan case

Values, attitudes and diversity in the workplace

Savan, an Indian national and graduate in electrical engineering from the University of Mombai in 2006, emigrated to Canada just under 2 years ago. At first he found it difficult to find a good job. His English was excellent and his skills superior so he persevered. After about 18 months he secured an entry level engineering job at BC Hydro. The position was less demanding than his training and skills would permit but be was happy to start a new career at BC Hydro. For the first 3 months he was put on a comprehensive training and orientation program with a number of other recent hires with training in electrical engineering. After this training Savan would be assigned to a permanent position which could include an assignment in rural or Northern BC. Savan was determined to perform well. Savan did exceptionally well in the program and it was obvious to both his trainers and his peers that his knowledge and skill were superior to most trainees. He seemed confident and completed the program at the top of his class. He was told his first assignment would be in Fort St. James, BC as an area Supervisory Field Technician.

For the first few weeks in the new job Savan was very satisfied. It was a relatively small office with 32 employees, 6 of whom reported to Savan. His peers in Fort St. John were impressed with his engineering and technical skills and relied on him for advice on numerous projects, some outside of his direct responsibility. However, as time went on Savan became increasingly uncomfortable with the constant complaining and disrespectful remarks made by his peers and a few of his staff constantly criticising BC Hydro and its' management. At first Savan felt the gossip was harmless. In an effort to fit in simply ignored the banter. However, as time went on the remarks seemed to be increasingly vicious and were directed at specific senior managers at Hydro including his boss in Prince George. Finally, Savan began to receive regular and private e-mails from his peers openly trashing and ridiculing management.

2. Savan was grateful for his job. He wanted to be a successful manager of a good and respected team! His personal culture and upbringing demanded he respect his employer and protect the company's interest. It was time to act and put a stop to the uncouth behaviour and openly communicate his concerns to all participants. Savan considered his options carefully. He decided to .....

Questions:

1. What is Savan's goal going forward?

2. What are the options going forward Savan can consider to meet his goals?

3. What should Savan do? Explain your decision .....