The major issue is that too much power is centred in George. He has too much influence over decisions made in the organization. He has formal authority because of his position as Assistant Commissioner. Evidently, he has many individual attributes that make him powerful; in the case it says he has a reputation of being a "charismatic leader." He knows how to use political strategies and tactics as is apparent by the way he states his opinions. The fact that he has connections with the Federal Government and the media is very significant because these are the very two organizations that are pressuring this small government agency to re-adjust. This need top re-adjust is causing a lot of stress (absenteeism, costly mistakes, missed deadlines) among the employees.
             The minor problems that arise from this situation are that weaker members are not as influential, even when they may have the better solution and that most will be pressured to agree with the majority because of the influence that George has. He even has considerable influence over his superior, the Commissioner, John, and this may be why the managers feel pressured--it is hard to go up against both of the top authority figures. Even when most of the senior managers did not agree and raised concerns about George's plan they did not have enough power to overrule him.
             The hierarchical design of the organization does not allow the employees to interact and voice their opinions. Communication is very formal and moves downwards according to the way they planned to inform the rest of the employees (cascading process). The senior managers would not tell their staff anything about the announcement of George's new position which is a great hindrance to the communication process. .
             The decision was made by a vote which adheres to the from of Democratic Decision Making. In this case, even if the minor
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