Reference no: EM133559720

Case Study: My name is Bryan. During my first two years out of college, I was busy managing a small chain of fast-food restaurants in Houston. I was happy with my job, but I wanted to pursue graduate school as a way to gain more credibility in my field. I had always wanted to get an MBA, and I figured that since my grades were good, getting strong recommendations shouldn't be a big deal.

I called John, my regional manager, and asked him if we could meet to discuss some career choices I was considering. I wanted to ask him for a letter of recommendation in that meeting. "Sure Bryan, let's talk," John said and added, "There are some things I need to talk to you about anyway."

In my meeting with John he said that he would be glad to recommend me to any school of my choice. He said that he was impressed with my managerial skills and that I had a bright future ahead of me. He then shifted gears to talking about a problem that they were having with some of the restaurants in the area. He said, "Bryan, we are having issues with missing supplies and since we work with a lot of Hispanics I want you to keep an eye on them. I know we have never had theft problems with employees under your management, but you just can't trust those people."

As the husband of a Mexican wife, I felt personally offended by that comment. I didn't want to make a big deal out of it since I needed that recommendation, but I felt that I should have said something. I just didn't know how to react.

Questions: Reflect and respond to the following:

• What is the major problem that Bryan faces?
• If you were the regional - as John is in this case - and you were suspicious of your employees, how would you properly handle this situation?
• How can the Ferdman and Deane's readings on intercultural competence, and authentic leadership provide insights to achieving solution?