The New Communications Manager (B)

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Epilogue

Reference no. 2007-63.2

Subject category: Human Resource Management / Organisational Behaviour

Authors: Janet Tyson (Australia and New Zealand School of Government (ANZSOG)); Richard Norman (School of Management, Victoria University of Wellington)

Published by: The Australia and New Zealand School of Government (ANZSOG)

Originally published in: 2008

Version: 17-03-2008

Length: 3 pages

Data source: Published sources

Topics: Ethics; Human resource management (HRM); Political environment; Advice to Minister; Appointed and elected; Employment; Central agency

Share a link: https://casecent.re/p/146917

| No reviews for this item

View our pricing guide or login to see prices.

Abstract

This is the second of a two-case series. The chief executive decided that there was too much risk to the department and to the appointee personally for her to continue in the position of communications manager. He would therefore ask her to take the position of stakeholder engagement manager. This decision came as a surprise to the minister's adviser, the minister himself and the state services commissioner. The appointee was 'profoundly shocked' to learn of the decision.

Location:

New Zealand

Industry:

Public sector

Other setting(s):

2007