David Shorter Case
DESCRIPTION:
• People had an impression that Chen was quiet and polite employee. Chen performed well and had a good impression around. Shorter considered him as a strong but average performer until he passed his C.A exam in first attempt. Shorter thought Chen had a long-term future with the firm. Chen wanted to develop a specialization in tax. He thought that Shorter was holding him back from his career goals and showed some confusion in his meetings with Shorter. Chen continued to ask for meetings even though Shorter seemed to have made a decision about Chen’s career path. At the end of each meeting Shorter seemed to believe that Chen and he were on the same page.
• Chen was not assigned to the tax because he did not have the experience of an auditor. Shorter wanted Chen to have experience in the same field before assigning him the tax role. Shorter believed that this would make Chen more valuable to the company and his future clients.
• Finally, Mike consulted Chen’s new managers and got Chen allotted the project. Initially Chen did not seem denying the project, but eventually, he refused to audit. Chen thought that he was being used because the firm did not have many senior auditors. Many managers and Mike were not happy with the Chen’s decision and developed a bad impression of him. Chen realized that his relation with the seniors was damaged and he had no future in the organization. So, he decided to resign.
DIAGNOSIS:
• With Shorter’s experience as a Director he had witnessed people failing at positions due to a lack of experience. He felt that Bob needed more experience and seasoning, and he did not want to set him up for failure. On the other hand Chen was confident that he could move to a tax role after passing the chartered accountant exam on the first try and his previous experience at James-Williams.
• One of the perceptual distortions that occurred was the horn effect. The other senior managers had the impression that Bob was not a good
• People had an impression that Chen was quiet and polite employee. Chen performed well and had a good impression around. Shorter considered him as a strong but average performer until he passed his C.A exam in first attempt. Shorter thought Chen had a long-term future with the firm. Chen wanted to develop a specialization in tax. He thought that Shorter was holding him back from his career goals and showed some confusion in his meetings with Shorter. Chen continued to ask for meetings even though Shorter seemed to have made a decision about Chen’s career path. At the end of each meeting Shorter seemed to believe that Chen and he were on the same page.
• Chen was not assigned to the tax because he did not have the experience of an auditor. Shorter wanted Chen to have experience in the same field before assigning him the tax role. Shorter believed that this would make Chen more valuable to the company and his future clients.
• Finally, Mike consulted Chen’s new managers and got Chen allotted the project. Initially Chen did not seem denying the project, but eventually, he refused to audit. Chen thought that he was being used because the firm did not have many senior auditors. Many managers and Mike were not happy with the Chen’s decision and developed a bad impression of him. Chen realized that his relation with the seniors was damaged and he had no future in the organization. So, he decided to resign.
DIAGNOSIS:
• With Shorter’s experience as a Director he had witnessed people failing at positions due to a lack of experience. He felt that Bob needed more experience and seasoning, and he did not want to set him up for failure. On the other hand Chen was confident that he could move to a tax role after passing the chartered accountant exam on the first try and his previous experience at James-Williams.
• One of the perceptual distortions that occurred was the horn effect. The other senior managers had the impression that Bob was not a good