Mayer's multicolored documents represent the results of the first action he took as dining services director in the summer of 1997. He wants to put HUDS on the track to professionalism--scrutinizing staff, facilities and budgets to bring them in line with his strategic goals.

In interviews and with staff, Mayer uses the buzzwords of the corporate world: accountability, trust and strategic plans.

"The director's office, all of the managers and 10 hourly staff members spent four days together in Western Mass.," Mayer says. "What came out were five initiatives...and the vision wall."

Each manager and representatives of the hourly staff, Mayer explains, was given a chance to give his or her input. Now, he says, each is accountable for the plan they all developed.

For example, by monitoring managers' computer use, Mayer discovered that some use the resources too little--with unwillingness to learn new technology--or too much--with wasted hours surfing the web. "Am I putting a greater burden on them by asking them to be on the floor?" Mayer asks.

University Vice President Sally H. Zeckhauser admits that Mayer's changes have placed the greater burden directly on managers.

"This is our vision, but you have to be accountable for it," Zeckhauser says. "The weight is on the supervisors. It's focused more on the managers locally."

But some staff say Mayer's mantra translates into empty rhetoric. "They talk a lot about accountability, trust and respect--but they don't practice what they preach," says one manager who recently left HUDS, but asked not to be identified.

While none take issue with institutional accountability, staff say they object to Mayer's weak support system.

"Everyone should be accountable, but it has to start at the top," says the former manger. "I think that there is a big difference between positive reinforcement and criticism. When we're already giving 110 percent, sometimes they don't recognize the whole picture."

A second former manager recounts being berated by a member of the director's office for labeling carrot coins as long branch carrots--items with identical nutritional value.

Staff members say, however, the changes are not the sole cause of tension. They criticize the way he treats them as people.

Atkinson says Mayer's attitude frequently clashes with his employees.

"He won't say 'hi' to people when he's mad," Atkinson says.

Childs sees Mayer visit Adams House for the occasional meal, but their relationship is anything but close, he says.