Unit 5: Case Study Due: Sep 16, 2018 at 10:59 PM The student will be provided wi
ID: 399552 • Letter: U
Question
Unit 5: Case Study
Due: Sep 16, 2018 at 10:59 PM
The student will be provided with Case Studies (or similar exercises) related to the current readings during Units 1 through 8 of the course. After reading the relevant cases (or similar exercises), as a minimum, the student will write answers to all questions following the required case and submit them by 11:59 p.m. Sunday CT. If the case or exercise does not have following questions, there will typically be requirements listed in the surrounding reading or exercise. If not, following the below section on “How to Write a Case Study” will be sufficient analysis. Directions provided here will indicate when to use the “How to Write a Case Study” guidelines.
Using information from the textbook and from outside reading, the student should respond to each question below as regards the corresponding case study (don't forget to number each response) in approximately 2-3 paragraphs per question. All cited material must include both internal citations and a complete reference list at the end of the paper. A cover sheet should minimally indicate the Case Study number, the name of the course, the student's name and the date.
How to Write a Case Study
You have to think like a practicing manager if you want to analyze a case successfully. As part of your analysis, it is necessary, but not sufficient to answer the following questions in enough depth to show that you have performed more than a superficial reading of the case’s content, and subsequently applied relevant theory.
I expect to read narrative answers that are written in grammatically correct, well-formulated English sentences. Each paragraph should be organized around a single topic, and transitions should flow logically from one paragraph to the next.
If you have questions about your writing, you are more than welcome to contact me and we can work through ways to improve your answers.
Chapter 11, Case Study 11.1 – Connect2
Please read the case and:
Chapter 12, Case Study 12.1 – Managing change at the Douglas refinery
rs, motivating and among other things, they have tonica vision ent the changes, align their efforts by othe convey a c Communication plays an important role in all the IV of this book, such as leading, managing stakeholople isss ing others. For example, leaders need to be eff vision of a better future, inspire ane This chapter explores the value of a clear tion strategy and examines some of the gand cating a shared understanding ofo sues uonand provide the feedback requiredttom ple the be considered when formulating a coherent a to communicating change. It also examines PProps features of communication networks, s ality, role, content and channels, explores sc unes some the uch and review factors that can deprive managers of access to vital information, andt change communication can affect perceptions of fairness and justice. Case study 1. lustrates how inattention to communication issues the best-laid plans for change Case study 11.1 Connect2 tight ship and had his finger on the pulse of every Connectz (as it will be referred to here) was an advertising agency located in Sydney, Australia It was project, he was approachable and did not founded by a talented and ambitious graduate who micromanage. He led from behind and did everything saccesfuly expanded the business from an original he could to empower his staff to act in the dent base of to 45 over a 1oyear period. The business interests of Connect2 and its clients. Employees ocused on inestor relations and developed a strong enjoyed their work and, when required, were happy to reputation for designing and producing annual and put in extra hours to meet tight deadlines. nerim reports The production process, from receipt of In 2011, the owner was the dlient's brlef to delivery of the printed report, was company to two dear simle and worked effectively,Project managers people who worked for Connect2 expect were good at developing and maintaining close elations persuaded to sell the experienced businessmen. The with clent and always ensured that clients owners to make changes. Most were prepared for ths the new expectations were met and,where possibi The business employed 27 staff who worked well ogethe as a ihty nt group While the owner rana be no redundancies and end, where possble exceeded. and even lose their jobs. Much of this eary ar but some were concerned that they cou uld lose out allayed when the new owners told them thereExplanation / Answer
1. There are several communications problems involved in this case. The new owners of the company have not shared their vision of expanding the company into other verticals including PR and video production with the existing employees. In addition to it, the new owners have not assessed the skills and competencies of existing staff and neither discussed their hiring plans with the existing employees and asked about their feedback. As a result of this, later they realized that the current business processes lacked the capability to accommodate for the new work and the employees lack sufficient skills and competencies.
There was also lack of communication between the existing staff and the new staff as a result of which confusions started arising between them in terms of roles and responsibilities. It further escalated into bad feelings between the employees as well as conflicts.
In addition to it, there was no communication from company’s behalf with the suppliers and the clients/customers, which created a sense of fear and mistrust between them. It also hindered the existing business and reputation of the company.
2. In this case, the new owners should have played an active role in the communication process. They should have shared their expansion plans with the employees along with their expectations from the existing ones. In addition to it they should have discussed the capabilities of current business process and the existing employees with the senior team members to access the current state of the organization. Proper communication channel should have been established between the new and existing employees and roles and responsibilities should be made clear. Most importantly, the new owners should have shared their expansion plans with the suppliers and the clients.
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