As a previous second commissioner for the Public Service Department, Alex Washington, was thrilled at the with his appointment as commissioner for the department. Although his friends tried to dissway him from accepting the position, he was positive he could bring about change with his sharp and understanding leadership skills. It ultimately appeared that he was unaware just how deeply and far spread the problems were. He knew he was savvy, however, and knew he had the skills to change the direction of the department. Upon the acceptance of the position, he was met with letters of complaints, as well as those that alluded “to a variety of potential damaging situations” (Joseph, XXX).
Washington was concerned the letters were anonymous, especially since there were “whistle-blower regulations…in this state and several cases had received a great deal of attention” (). Through the course of time, he received three letters filled with “allegations that could not be ignored, which made it apparent that he needed to take some actions, and it was clear that proper nonfeasance, or “failure…to perform required duties,” as well as accountability or “unanswerability” was a concern in the department (p. 172). With nobody being help responsible prior to his arrive, he forged on to rectify the situation, it was clear that
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Case in point would be the layoff situation. In order to determine who should/would be laid off when there was a downsize in workforce, there needed to be information regarding all the employees put together to cross reference with what other files contain. This way, when the time comes to unfortunately let some of the valued employees go, those who are spared are the ones with the correct seniority and status within the department. This check and balance system would have to be continually refined and evaluated to ensure the proper measures are being