Maurice Tutor
$15/per page/Negotiable
Deliverable Length:PowerPoint presentation: 8 slides (minimum 200 words per slide of speaker notes)Â
Your meetings with managers on conflict resolution are going well. You and Jared meet after he gets back from his business trip to finish your discussion about leadership styles.
"How was your trip to New York?" you ask.
"Good," he says. "I got done what I needed to do for work and had time to catch a show, too. So tell me, did you have a chance to talk with staff yet?"
"I did," you say. "Do you want a report, or should I just give you some examples from conversations?"
"Tell me," he says.
"Okay," you say. "One of the production employees says she has ideas for streamlining production, but feels she hits a brick wall when she tries to talk to her boss. One of the sales reps feels that his goals could be more challenging."
"That's interesting," he says. "Maybe we should talk to the vice presidents and managers about leadership styles. You did a good job with the other PowerPoint presentations; let's do that again. Prepare 8–10 slides with a minimum of 250 words per slide of speaker notes. Schedule the meetings, and include me in the meeting invite again, too. Okay?"
"I was hoping you'd say that," you say. "I'll have a presentation that compares and contrasts a minimum of 4 leadership styles ready for meetings next week. Thanks."
Organizational Behavior Problem-Based Learning (PBL) Scenario: Cameron Mechanical & Automation, Inc. (CMA) Cameron Mechanical & Automation, Inc. (CMA) is a fictional company that has been in business and operating in the Silicon Valley since 1998. The company began as a successful Internet-based company (dot-com) and experienced great success with the introduction of high technology. The company also experienced decline with other dot-coms in 2001. As a result, CMA restructured and focused on its primary products; that is, computer components. The early changes in the company were done quickly to downsize. Although many other companies failed during this time, CMA managed to move forward. CMA rebounded and continued to manufacture and sell its components to computer manufacturers worldwide. The company structure was divided into product divisions, with each division focused on specific components. For the company, this structure was meant to streamline sales and delivery worldwide. In 2008, the economy had an effect on company profits, but the chief executive officer (CEO), Jared Smith, was in a position to focus on several internal strategic areas, including structure, work design, motivation, conflict, and company culture as a whole. To stay profitable, the company had to eliminate several management positions in an effort to flatten the organizational chart. Many of the responsibilities fell to the employees, and many people resisted the change. As the economy recovers, CMA continues to rebuild. Since 2012, the company has been divided into a functional structure that includes four departments: Research and development (R&D), marketing, production, and finance. Each department is headed by a vice president who has responsibility over each of the functional areas. The company currently sells components to computer manufacturers. As technology continues to advance, the CMA R&D department and its vice president, Kevin Adams, are feeling pressure to keep up with...