Angela was recently hired for an accounting job with a private manufacturing company, which specialized in lawnmowers and supplied them to farm stores around the country. When she arrived at her new job, she was not given an employee handbook that outlined general policies and procedures of the company or described the benefits offered to new employees. Angela’s job was to process the accounts payable and accounts receivables for materials and sales to customers. Angela had difficulties matching orders with shipments, noting that the product shipped was often far greater than the order called for. When she inquired with her supervisor she was told not to worry about it and just process the invoice, “we have always done it that way”. Before long, she was receiving calls from the customers complaining about invoices for product they received, but had not ordered. Again, upon inquiring with her supervisor, she was told not to take any product back and hold the customer to the terms stated on the invoice.

At the end of the month, Angela noticed past due notices from key suppliers. The company had plenty of cash flow, but she was instructed to hold all payables to 90 days past due. At payroll time, Angela observed that her 401K deductions were not hitting her personal 401K account in the same pay period. When she asked the human resource officer about the missing funds, she was told that employee funds had always been held for 60 days, she did not know why, but was certain the company was legally compliant. Angela asked why she was not made aware of these practices and if they were a matter of policy or practice.

Soon, Angela began feeling as though she was not trusted by customers, or suppliers, and the firm she worked for was using her money to support its cash flow. Angela, priding herself on her high standard of integrity and sense of personal commitment, left the firm after only six months.

Case Questions

From an outside perspective, what can you infer about the culture of Angela’s firm?

Was Angela a good fit for this company? Why or why not?

Was the company a good fit for Angela? Why or why not?

How might the Human Resource Manager have handled the hiring process differently?

What are the dominant cultural values of the firm you interpret from the case?

List and rank four cultural characteristics implied by the story

As a leader of this firm, what actions could you take to improve the operating culture of the firm?