Frame a Problematic Situation to Change
INSTRUCTIONS:
Please note, for this exam you can get information from any source (e.g. book, magazine, newspaper, web etc.) however you must provide source reference both inside the text and at the end of each question. You need to use about 4 sources and cite them using APA referencing style.
Part B – 30 Points
Answer the following questions. Please note, all questions are compulsory.
- Frame a problematic situation that you would like to change at work, home, or university. How would you use Kotter’s eight-stage model to make that change successful? (10 Points)
Note:
You can refer to https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6948686/ to analyze the Kotter’s eight-stage model. You need to put this source into the reference list.
- In the class we discussed some of the important cultural dimensions which help us to differentiate cultures across the globe (refer to uploaded lecture slides ch 14 in the link). Do you think these cultural dimensions would make us more stereotypical assumptions about people from these cultures? What are the implications of this stereotyping in business setting. Please discuss with arguments. (10 Points)
- Being an effective and successful manager requires that you manage up as well as down the hierarchy. What would you recommend a manager do in order to manage his superiors successfully? (10 Points)
Part C – 10 Points
Please read the case provided at the end and answer the following questions. Each question carries equal points.
- How would you characterize Rankin’s leadership approach (task/results versus people/values)? What approach do you think is correct for this situation? Why? (3 Points)
- What would you do now if you were Rankin? How might you awaken more enthusiasm in your team for completing this project on time? Specify the steps you would take. (3 Points)
- How would you suggest that Rankin modify his leadership style if he wants to succeed Dyer in two years? Be specific. (4 Points)
CASE:
“What’s Wrong with the Team?”
What’s wrong with the team? What’s wrong with the team? Nichole Dyer’s words repeated over and over in Henry Rankin’s mind as he boarded the plane from Los Angeles to Chicago.
Rankin was responsible for the technical implementation of the new customer relationship management (CRM) software being installed for western and eastern sales offices in both cities. The software was badly needed to improve follow-up sales for his company, Reflex Systems. Reflex sold exercise equipment to high schools and colleges, as well as to small and midsize businesses for recreation centers, through a national force of 310 salespeople. The company’s low prices won a lot of sales; however, follow-up service was uneven and the new CRM system promised to resolve those problems with historical data, inquiries, reminders, and updates going to sales reps daily. The CEO of Reflex ordered the CRM system installed with all possible haste.
Rankin pulled a yellow pad and pen from the side pocket of his carry-on bag and tossed it in the seat beside the window, stashed the bag in the overhead compartment, and sat down as other passengers filed past. In an effort to shut out his thoughts, he closed his eyes and concentrated on the muffled voices and low whooshing sound of the air vents. His thoughts were suddenly interrupted as a kid around 10 or 11 years old plopped into the seat beside him, shot him one of those pre-teen, “Do I have to ride with you?” looks, opened a Harry Potter book, and started reading. Rankin was grateful to have the kid as his seatmate rather than the non-stop talkers he was sometimes paired with on flights. He needed time to think, and doodling on a pad was his way of sorting his thoughts.
He wrote what’s wrong with the team three times and began drawing arrows to circles bearing the names of his team members: Barry Livingston and Max Wojohowski in LA, and Bob Finley, Lynne Johnston, and Sally Phillips in Chicago. He marked through Sally’s name. She had jumped ship recently, taking her less-than-stellar but much-needed talents with her to another company. It was on a previous LA-to-Chicago flight that Sally had pumped him for feedback on her future with Reflex. She had informed him that she had another job offer. She admitted it was less money, but she was feeling under pressure as a member of the team and she wanted more “quality of life.” Rankin told Sally bluntly that her technical expertise, on which he placed top importance, was slightly below that of her peers, so future promotion was less likely despite her impressive people and team skills.
He wrote quality of life, circled it, and then crossed it out and wrote what the hell? “Why should she get quality of life?” he mused. “I’ve barely seen my wife and kids since this project started.” Rankin’s team was under a great deal of pressure and he had needed Sally to stick it out. He told her so, but the plane had barely touched down when she went directly to the office and quit, leaving the team short-handed and too close to deadline to add another body.
What’s wrong with the team? Rankin furiously scribbled as his thoughts raced: (1) The deadline is ridiculously short. Dyer had scheduled a ten-week completion deadline for the new CRM software, including installation and training for both cities. He suddenly stopped writing and drew a rider and horse, then returned to his list. (2) I feel like some frazzled pony-express rider running back and forth across the country, trying to develop, build, set up, and work the kinks out of a new system that everyone at Reflex is eager to see NOW.
He was interrupted by the flight attendant. “Would you care for a drink, sir?”
“Yes. Make it a scotch and water. And be light on the water.” The boy beside him shot a grimacing look and for a brief moment, Rankin felt—then squelched—the impulse to stick out his tongue at the kid.
Rankin took his drink and continued to write. (3) Thank God for LA. From the outset, Barry and Max had worked feverishly while avoiding the whining and complaining that seemed to overwhelm members of the Chicago team. The atmosphere was different. Although the project moved forward, meeting deadlines, there appeared to be less stress. The LA guys focused tirelessly on work, with no families to consider, alternating intense work with joking around. “Those are my kind of people,” Rankin thought. (4) But there is Chicago, he wrote. Earlier in the day, Sam Matheny from sales had e-mailed, then called, Rankin to tell him the two remaining members of the Chicago team appeared to be alternating between bickering and avoiding one another. Apparently this had been going on for some time. “What’s with that?” Rankin wondered. “And why did Sam know and I didn’t?” So that morning, before his flight, Rankin had to make time to call and text both Finley and Johnston. Finley admitted he had overreacted to Johnston.
“Look, man. I’m tired and stressed out,” Finley said. “We’ve been working non-stop. My wife is not happy.”
“Just get along until this project is completed,” Rankin ordered.
“When will that be?” Finley asked before hanging up.
Rankin thought about Dyer’s persistent complaints to him that the team appeared to have a lack of passion, and she admonished him to “get your people to understand the urgency of this project.” Her complaints only added to his own stress level. He had long considered himself the frontrunner for Dyer’s job when she retired in two years. But had his team ruined that opportunity? The sense of urgency could be measured now in the level of stress and the long hours they had all endured. He admitted his team members were unenthusiastic, but they seemed committed.
Rankin scribbled a final note on the pad: Is it too late to turn around and restore the level of teamwork? He tore off the sheet, crumpled it in his hand, and stared out the window.
Source: Daft, R. L and Marcic, D. (2014). Building Management Skills: An Action – First Approach, South-Western CENGAGE Learning, USA.