Reference no: EM133376832

The Ethical Case Study: Outdated Job Descriptions, Change, Strategy, and Ethics of Change.

Assume that you are a manager in charge of making a major change in a county government that is large and growing. A decision has been made to move the major service center from the county seat to another city that has a larger population and better parking. Except for a handful of the most senior employees, most of the personnel will be required to move. Less than half the current employees are interested in relocating, but you suspect more will elect to move if they have no choice.

Many who have been with the agency for a long time are dreading the change. Even those employees who are likely to be able to stay in the downsized office are fearful, because there is some concern by management that many of the county offices are using outdated technology and old-fashioned methods of customer service delivery. For example, services related to building permits, licenses, land records, and tax assessment are scattered throughout a variety of buildings in the county seat, and some will likely be consolidated. The new model of customer service recommends a single service counter for related services, with cross trained employees. Almost all the job descriptions are at least a decade old(some are 25 years old), and nearly all the training is on the job.

This case has a management urgency on the surface but many ethical employee issues below the surface. What concerns, both real and potentially imagined , do employees have?

Identify ways to appropriately bring personnel into the change process.