LEBM 721

Case Study
A Strategic Plan Under Political Fire

Jane Adler, Lisa Giglio Byczek, Leonard Moody, Kathi

Norman, Jean Tom
Summary of case study:
Principal, Sam Anderson, has shared the district’s implementation plan information with his
assistant whose husband works for the newspaper ultimately “leaking” confidential District
information.

Group 3 - What advice should be given to the Superintendent and Assistant Superintendent
for Human Resources?

Organizational View - Human Resources

The Human Resource frame places emphasis on people’s needs. It focuses on giving
employees power and opportunity to perform their jobs well, while at the same time,
addressing their needs for human contact, person growth, and job satisfaction. It intends to
find a way for individuals to get the job done while feeling good about what they are doing.

Core Assumptions: The organization exists to serve human needs, people and organizations
need each other, when the fit is poor, one or both suffer, a good fit benefits both.
Advice: Meet with Superintendent and Assistant Superintendent for H.R.

Sam needs to be made aware that his actions were not appropriate and not in the best interest of
the district. While the human resource frame focuses on empowerment, there are limitations to that
level of “power”. It is important to let Sam know that his decisions did not align with the districts
expectations.

Confidentiality is extremely important and there must be a discussion regarding the breach of this
information.

Sam needs to “stay in his own lane” - must align personal needs with the districts.

The Superintendent must be careful when discussing things “behind closed doors” without board
approval. While they are decision makers, they must do so carefully and with board support.

Also, the superintendent needs to ensure her public statement aligns with the district's strategy. Her
TV interview statement of supplemental education funds distribution in private nonprofit
organizations without legal challenge can mislead the public in its prevailing practices.
Advice: Creating/Ensuring correct policy in place:

School policy is defined as the set of established expectations for specific

behavior and norms within a school. School policies are put in place to guide the
day-to-day functioning of the school as well as to make it safe and an effective
place for learning to occur.

Make a request of other school district’s previous experience thru IASBO.

Are there proper disciplinary procedures and policies? Policies can set proper
expectations.

Policies can establish procedures before there is an issue.

Advice: Hire outside Human Resource trainer:

An HR consultant can assist in handling employee relations matters. The

advantage of having an external consultant is that it preserves the integrity of
workplace investigations.

Look at culture of the district and ensure actions align with the culture.

Risk management/Compliance

Ensure your employees are being managed and coached for success.
Advice: Possible Termination:

Why?

Incompetence, Grandstanding, lack of Confidence

Dilema:

Bolman & Deal: to align his needs with district he would need to be promoted!

Solution:

Grandstanding You must evaluate and document activities that do not align with the district’s values and policies

Loss of trust and confidence

Possible Legal ramifications

Leonard
Action Plan/Remedies:
Use Sam Anderson’s mistake as an opportunity to build effective leader policies and reaffirm how that affects
confidential information.

Address district policies and update as needed.

Hire outside H.R. consultant to review and analyze district culture.

Remediation.

Possible firing/support in finding alternative employment.

Questions?