The Grim(m) Story: Far from a Fairy Tale
Abstract
The case highlights the tragic case of Stefan Grimm (Grimm), a medical professor at Imperial College London (ICL) with a strong publication record, who committed suicide in September 2014, reportedly after being under intense and sustained pressure from his superiors over his failure to meet research funding targets. Grimm apparently left behind an email that accused his superiors of bullying through demands that he garner research grants worth £200,000 every year. In the months leading up to his death, Grimm was under intense pressure to perform or face redundancy. He is reportedly to have felt let down by ICL because he felt that he did not receive sufficient support from management despite having a strong publication record. The case presents the “dark side” of contemporary organizations, focusing on potential adverse consequences of much-praised practices like leadership, goal-setting, and performance management. The case deals with the issue of workplace bullying, the human cost which is staggering, and the challenges organizations face to institute clear policies against bullying and to ensure that effective grievance channels are in place for employees if they encounter bullying behavior.
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Issues
The case is structured to achieve the following teaching objectives:
- Understand issues related to workplace bullying in general and in higher education workplaces in particular.
- Identify the factors that drove Grimm to commit suicide.
- Examine the potential dark side of leadership, goal-setting, and performance management.
- Explore ways in which a victim can find a voice when faced with workplace bullying.
- Recognize the need to implement norms to prevent workplace bullying in an organization and explore actions that ICL could take to address this issue.
Keywords
Organizational behavior, Workplace bullying, Performance management; Performance metrics; Business ethics; Leadership, Goal-setting, Stress management; Job demands-control theory; Higher education
INTRODUCTION
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