For this reflection exercise, after reading the short case I would like you to consider and respond
to the following items:
- First, identify what you see to be the primary issues in this situation. Note that while the case
resolves around nepotism, please do not feel limited to this if you believe there are other issues
present as well. - Put yourself in the shoes of Marty Staples, the office manager. What specific steps would you
take to solve the problems depicted in the case? Why these steps? - Outline what you believe may be some key advantages and disadvantages for a private-sector
employer such as Midway Architectural LLC to have a “no nepotism” policy at the workplace.
In what ways could such a policy influence an organization’s culture? Do you believe that some
types of organizations may benefit more or less from such a policy? - Finally, how far do you feel a “no nepotism” policy should go? For example, do you believe a
policy in which no relatives/close friends may be hired is most appropriate for firms in general?
Should a firm have a specific policy on nepotism at all? Should a firm instead consider a policy
that restricts in some way where relatives/close friends may be connected in an organization’s
hierarchy (e.g., a policy in which an individual may not directly report to their spouse)? Please
explain your answer.
As you complete these four questions, I would encourage you to draw on outside resources you
feel may be appropriate in supporting your positions.
The Situation at Midway Architectural LLC:
Although Ellen Jones had been with the company less than two months, she had already caused
considerable problems for Marty Staples, Patricia Nusbaum, and the architects. Marty Staples
was the office manager whose branch of the large architectural firm had 25 architects and 8
personal assistants. While he (Marty) was in charge of the entire office, Patricia Nusbaum was in
charge of the assistants who were not assigned to work for particular architects, but were
assigned by Nusbaum to complete tasks on an “an needed” basis.
Ellen Jones had been brought to the office by her father Aloysius Jones, one of the company’s
founders who worked at a different office. Aloysius announced that he had hired his daughter to
work for Patricia Nusbaum during this and future summer vacations from college. Unfortunately,
Ellen had no skills whatsoever that related to the duties required. In addition, the office was fully
staffed and did not need any additional help.
Patricia Nusbaum was irate when she learned that she was to find work for and supervise Ellen
Jones. She was particularly upset that Ellen was hired without the firm following the standard
selection process and that Ellen was just “dumped on her doorstep.” Patricia told Marty Staples
flatly, “Ellen has no knowledge of architecture whatsoever. I have no work her. I don’t want to
have anything to do with her!”
On her first day of work, Ellen was shown her desk but was assigned no specific tasks. Within a
few days, she introduced herself to all of the architects and started spending more and more time
in their offices. Wanting to make a favorable impression on Aloysius Jones, the architects
willingly talked with Ellen at length. One of the young architects was particularly taken with her,
and vice versa. Ellen spent more time in his office than in any other office. Meanwhile, the other
personal assistants were starting complain about all of the attention that Ellen was receiving and
that she was not doing her share of the administrative tasks. In addition, the architects were
falling behind in their work.
Finally, a rumor was circulating that Aloysius Jones had a college-aged son who may also be
thrust upon the office. During all of this, Patricia Nusbaum refused to have anything to do with
Ellen Jones and constantly reminded Marty Staples that she was his problem, not hers.
Sample Solution