It is clear that managers cannot tell employees confidential information about the company's plans, nor should a leader who claims to be using the HR frame even consider lying to his or her subordinates. During this period of transition and change, this type of leader should strive to build relationships with subordinates by listening attentively, answering the questions they are permitted to answer, and maintain an open door policy especially for employees concerned about losing their job in a new layoff.
Intervention: Clearly, an intervention is needed with this supervisor. Given the current financial crisis, it is tempting to suggest that the intervention would first acknowledge that this manager is not acting like a manager. For example, in the area of directive behavior she does not establish clear goals, nor does should provide frequent feedback. We should also acknowledge that this manager disregards the importance supportive behavior. For example, she does not use active listening skills and she does not help to problem solve or offer encouragement or ask for input.
From the Symbolic Frame of reference, management's actions are difficult to understand and interpret. Management is making no effort to provide inspiration to employees unless one considers coercion to be a form of inspiration. As a result, employee commitment is lacking among the remaining employees. Because of this, the quality, quantity and timeliness of their work is falling. At the same time, the company is using this crisis to establish a new social order in the organization in which an employee's historical contributions to the success of the organization are of less importance than their ability to continue to add value. This has resulted in situations in which employees with more seniority have been laid off and newer employees have remained employed because the newer employee can perform multiple tasks. In the Symbolic Frame, the unwritten commitment that the company woul