The case of a recently fired but reinstated CEO of an RHA is significant for it clearly illustrates the fate of anyone in such State-run organisations who dares to question the now institutionalised packaging of corruption that is rampant in such enterprises.
This CEO, after one month, reportedly, was beginning to delve into questionable hiring and procurement practices and the like, and was immediately fired by management on the grounds that many "indispensable" officials were either complaining or threatening to resign. To avoid this, she had to go.The question of the CEO's determination to bring the organisation into line never arose, only the convenient deduction that she was an ineffective manager because of the ensuing bad "interpersonal" relations with staff.
This is the standard fallacy of management theory that if workers appear disenchanted it is automatically the manager's doing–a manager who may simply be trying to seek the organisation's interest. It usually occurs when such disenchantment is because of delinquent workers trying to resist any attempt to bring the organisation into line, or as in this instance, objecting to measures intended to put a stop to well-established corrupt practices from which many would have benefitted.
I have personally experienced where the best principal in the eyes of some staff is the one who does not rock the boat, and the worst is the one who does rock the boat, for a more productive organisation.This institutionalised corruption in which everyone at management level is scratching each other's back, is now evident in many State enterprises according to news reports, and the approach of this CEO is a breath of fresh air when so many others are turning a blind eye just to "eat ah food."
Equally laudable is a minister who can give support to this excellent worker by reinstating her. There is hope yet!
Dr Errol Benjamin
via e-mail