|Question||Paragon Corporation is large, global corporation with three flight departments, one in New Jersey, one in Paris, and one in Hong Kong. David Brooks has just been hired out of a commercial airlines pilot’s job (20 years of experience) into the Director of Flight Operations job and charged with managing these three flight departments. Paragon’s business is up in North America and flat to declining in Europe and Asia. Mr. Brooks faces a series of problems in each of the flight departments: staff at the NAFC is disgruntled about their new leadership and perceived poor pay. The EFC Flight Operations Manager (FOM) is angry at a perceived discounting of his years of experience and concerned about the impact his “rough” Chief Pilot is having on the corporate culture. The AFC FOM is struggling to set up new facilities and get long-term employees to deal with a new computer system. They’re resisting and although getting to move into the new HK airport, seem too “old” for their new surroundings.
1. What are the problems here?
2. What contextual factors are affecting this situation?
3. How shall we deal with the NAFC?
4. How shall we deal with the EFC?
5. How shall we deal with the AFC?
6. How shall we deal with corporate headquarters and corporate relations?
7. How shall we deal with David’s background and lack of experience?