Analysis: Tough Guy Case Study
The Tough Guy Case Study examines the employees of investment bank Hudson Smith Gordon (“Hudson”) and their reactions to the behavior of one of its vice presidents, Chip Mazey (Yemen & Clawson, 2007). This analysis will discuss the issues of unresolved conflict among Hudson employees and possible remedies to consider. Recommendations will be provided which should be implemented by Hudson management to minimize conflict and its effects in the workplace.
Introduction
Several employees have witnessed varied offensive conduct by Mazey but have kept opinions to themselves until recently (Yemen & Clawson, 2007). Senior management at Hudson is aware of his behavior via 360o reviews; however, Mazey’s ability to produce revenue secured his promotion to vice president (Yemen & Clawson, 2007). Mazey acquiesces to upper management and believes employees of lower stature should do the same for him, while also accepting his unprofessional, degrading and condescending habits (Yemen & Clawson, 2007).
Defining the Problem
In the 10 years Mazey had been employed with Hudson, he was observed throwing things which barely missed employees, yelling at subordinates “in a rage” and making “derogatory and demeaning remarks” possibly regarding ethnicity or origin, among other inappropriate behavior (Yemen & Clawson, 2007). Mazey can be considered as a workplace bully. Hocker and Wilmot (2011) define bullying as “repeated and persistent patterns of negative workplace behavior that is ongoing for six months or longer in duration” (p. 175). The excessive bullying behavior Mazey displayed created interpersonal tension that affected productivity. Hudson associates were hesitant, or refused to work with Mazey due to prior...
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