William Tomlin
Management 5000
Case: The Law Offices Of Jeter, Jackson, Guidry, and Boyer
April 9, 2013

This case presents a Law firm that has experienced growth both internally with employees and externally with clientele. What started off with legal team of three had grown substantially to a team of more than twenty-seven. It seems as if employee moral is high with everyone loving the position there in. Democratic leadership qualities rein supreme within the law firm. This gave the employees a sense of ownership to there organization knowing that their opinions were valued. With day-to-day operations starting to become tougher to oversee the entire law firm team decided to create a new position and call it General Manager of Operations. This job title included responsibilities such as improving customer relations, expanding customer base, enhancing relations with local communities, managing the annual budget and incentive programs, maintaining or exceeding current profit margin while growing sales by ten percent and supervising day-to-day office personnel and operations. A hiring committee was form and within two months Mr. Brad Howser filled the position.
Brad Howser was a longtime administrator from the insurance industry whose hopes were to bring structure and organization to The Law Offices of Jeter, Jackson, Guidry and Boyer. Brad Howser first six months were spent observing, meeting staff, and reviewing the law firms history. The months to follow Brad sent an entirely different message with a authoritative autocratic style. His first move Brad made was internal. With a flex schedule already in place Brad was now requiring all personal to report to work from 9:00 to 5:00 each day. This causes a great problem with Silvia, an administrative assistant who’s been with the firm for several years. Silvia relied on the flex schedule to allow