50 Case Studies for Management and Supervisory Training

47

Case 9

They Came from Docu-Max

Background Information

All six individuals in the clerical and correspondence pool were overjoyed when the

long-awaited announcement was finally made: Their department would be getting

the new Docu-Max Automated Production system. This word processing system

was the best in the field and would make everyone’s job easier.

Beverly Marshall, a typist who had entered the department 18 months ago, had

worked with a Docu-Max system at her former place of employment. She was par-

ticularly looking forward to the semi-private workstations each typist would

receive. An attractive 28-year-old mother who had returned to work after her

youngest child began school, Beverly liked her work and got along well with her

coworkers.

Installation of the system began the week following the announcement, on

Monday and was expected to take a full week to finish. The Docu-Max Corporation

assigned three of their installation technicians to do the job. The technicians were

men in their mid-thirties. Once the basic plans are agreed to, these men work with-

out any on-site supervision from Docu-Max.

The installation process required the technicians to assemble the workstations and

supporting terminals as well as to route and hook up the various electrical and cable

systems that made the system work. Consequently, the technicians had to maneuver

and climb around the office as people were trying to do their jobs. Just how dis-

turbing this activity could be became apparent to Beverly on Monday when two of

the technicians spent a lot of time working around her desk. Initially, Beverly

exchanged friendly conversation with them, but by the afternoon, their constant

comments and interruptions were becoming annoying. Beverly was glad when the

day was over.

On Tuesday, the situation became unbearable. At about 9:00 a.m., the two techni-

cians walked in with coffee and stood near Beverly’s desk. She smiled, said “Good

morning,” and tried to go back to work.

Speaking casually, without lowering his voice, one of the men began telling the

other about the incredible time he had the night before with a woman he “picked

up” in a bar. Beverly could hear every word as, for about ten minutes, he described

his sexual encounter in explicit detail. The other man laughed along and offered a

variety of suggestive comments. Beverly tried her best to pretend that she was pay-

ing no attention to them.

The men finally started working. They spent an hour stringing cables around

Beverly’s desk. A number of times one man or the other touched Beverly as they

maneuvered the cables and the equipment around her desk.

Just before lunch, they began trading comments about Beverly within her hear-

ing. “I’d sure like to try a repeat of last night with her,” said one, laughing.

“Do you think she’d be good in bed?” asked the other.

50 Case Studies for Management and Supervisory Training

48

Case 9 (continued)

“Are you kidding? She wouldn’t have to be, ‘cause I’d do all the work,” replied

the first.

One of the men moved his ladder next to Beverly’s desk. He climbed to the top,

looking down at Beverly the entire time. As he opened the ceiling tile, he said,

“Hey doll, why don’t you go out with me tonight and let me show you what sex is

supposed to be about?”

Beverly quickly got up and went to the ladies room. There, she ran into June

Boston, one of her coworkers. Beverly was very upset and told June what had been

going on. They spent some time talking about the situation.

Shortly thereafter, on her way back from a meeting, Mary Bowers, Beverly’s

supervisor, passed June’s desk. June was telling a coworker about Beverly’s story.

Mary heard the gist of it.

Walking back to her office, Mary reflected on the past two days. She had noticed

that the installers were unusually busy around Beverly’s desk, but she had not real-

ized how serious things were. When Mary reached her office, she sat down at her

desk and wondered what she should do.

CASE QUESTIONS

1. Is this a case of sexual harassment? Does the company or supervisor have any

responsibility in this matter?

2. Mary Bowers knows she must act on the problem.

a) What should she do in regard to Beverly?

b) What should she do in regard to the installers?

3. Should Mary have acted more quickly? If so, in what way?