Case Study: Arriving at Atkins, & Crabtree AssociatesJulia Shah felt uneasy. The first day in her new job was not going as expected. She recalled her first day atUniversity, her first day at School and remembered the feeling of terror, not knowing anyone, where to go,or what to do.She had arrived on the dot of nine as instructed, neatly dressed and excited about her first day of paidemployment since graduating from Business School. It had all seemed very friendly at the interview, andthen the offer of employment as a Trainee Consultant' had come a few days later. The welcome had beenwarm enough, with a Senior Partner there to show her to her desk, but that was just the first two minutes.Now two hours later she sat there in despair.All attempts to communicate with her new colleagues were to no avail. "We've got a rush job on", one said,whilst another had retorted frostily "you'll have to find your own way around, we are too busy to showyou". Her observation was that they all looked busy and stressed. Now sitting at an empty desk, in thecorner of an open plan office she pondered her future with the company and wondered, if it always goingto be like this.Norman Creswell, the office manager was feeling particularly irritated that morning. He had been telling thepartners for weeks how short staffed they were and then this job had come in with an impossible deadlineto meet. He wanted experienced staff bf but instead they send him some ne new recruit, straight out of businessschool.Mary Dennis was quietly furious. After twenty years with the company they were landing her with yetanother graduate to train. She had seen it all before, they came in from university, full of ideas but knowingnothing of the company or the work. She was expected to train them and then after a couple of years, offthey went to a higher position in the company whilst she was left behind, as usual. What was so specialabout a degree she thought?Gary Gomez had a secret. Just that morning he got the news that he had obtained a position in a rivalcompany and they were going to pay him quite a bit more. He hadn't told anyone yet, but he would beputting in his notice as soon as his starting date was confirmed. In the meantime he had no intention ofputting himself out for Atkins and Crabtree, who he considered very poor payers and he certainly wasn'tgoing to train anyone new.Problem Solving Activity1. Working individually read the case study and then note down how you see the situation.2. Working in small groups, compare your answers to the above question, identifying any areas of agreement anddisagreement, and then:Consider how theories of perception might help to explain the attitudes of Julia, Norman, Mary, & Gary.a Suggest what the company could have done differently to improve Julia's first morning?3. Be prepared to contribute to a large group discussion.4. What were your perceptions of a first day at work?CBS 2012

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Case Study: Arriving at Atkins, & Crabtree Associates Julia Shah felt uneasy. The first day in her new job was not going as expected. She recalled her first day at University, her first day at School and remembered the feeling of terror, not knowing anyone, where to go, or what to do. She had arrived on the dot of nine as instructed, neatly dressed and excited about her first day of paid employment since graduating from Business School. It had all seemed very friendly at the interview, and then the offer of employment as a Trainee Consultant' had come a few days later. The welcome had been warm enough, with a Senior Partner there to show her to her desk, but that was just the first two minutes. Now two hours later she sat there in despair. All attempts to communicate with her new colleagues were to no avail. "We've got a rush job on", one said, whilst another had retorted frostily "you'll have to find your own way around, we are too busy to show you". Her observation was that they all looked busy and stressed. Now sitting at an empty desk, in the corner of an open plan office she pondered her future with the company and wondered, if it always going to be like this. Norman Creswell, the office manager was feeling particularly irritated that morning. He had been telling the partners for weeks how short staffed they were and then this job had come in with an impossible deadline to meet. He wanted experienced staff but instead they send him some new recruit, straight out of business school. Mary Dennis was quietly furious. After twenty years with the company they were landing her with yet another graduate to train. She had seen it all before, they came in from university, full of ideas but knowing nothing of the company or the work. She was expected to train them and then after a couple of years, off they went to a higher position in the company whilst she was left behind, as usual. What was so special about a degree she thought? Gary Gomez had a secret. Just that morning he got the news that he had obtained a position in a rival company and they were going to pay him quite a bit more. He hadn't told anyone yet, but he would be putting in his notice as soon as his starting date was confirmed. In the meantime he had no intention of putting himself out for Atkins and Crabtree, who he considered very poor payers and he certainly wasn't going to train anyone new. Problem Solving Activity 1. Working individually read the case study and then note down how you see the situation. 2. Working in small groups, compare your answers to the above question, identifying any areas of agreement and