(1) Sun Spots case (10 points). Refer to the case on p. 254 in Daft 6th edition and answer these questions:
• What specific steps would you take if you were a senior manager in this situation? Explain why for each step.
• Do you consider it motivational and equitable when a substantial part of an employee’s pay is bonus based on company results in a highly uncertain environment? Why?
As a senior manager in this situation, one should reexamine how SunDax came to be in their current predicament. Although to an outsider, solar power numbers are staggering and growing, to those inside SunDax the tendency is to keep a sharp eye on the industry, the decline is not a surprise. During the examination it is noted that the basic needs of motivation, …show more content…
327). Although, the traditional models of diversity do not take into consideration the inclusive models of diversity, such as nationality and competency. The case study of “The Trouble with Bangles” with 400 plus woman working at a food processing plant showcase just that, a lack of contemplation in the workforce and the increasingly global world. This was made evident when the request to limit the amount jewelry to be worn during their shifts, due to a recent accident, was met with a conflict. Mainly because of the leaders delivery system. The plant did not respect the individuality of the workers, such as Leela Patel who as a Hindu wife, wears three bangles of religious importance. This organization, in terms of leadership diversity, is deficient and since the organization is struggling with developing leadership diversity, the employees would feel singled out due to their …show more content…
James Hsu, the president of Waite Pharmaceuticals, had the largest amount of power within the company. He had legitimate power, meaning his authority was granted from his position within the company. The employees of the company, including Amelia Lassiter, recognized the authority his position provided him. Lassiter, the chief information officer, also had power. Her power, however, was due to her expertise in her field and extensive research on knowledge-sharing system. Expert power is defined by Daft as “authority resulting from a leader’s special knowledge” (pg 371). Lassiter did extensive research on these systems, as well as IT firms that could help Waite Pharmaceuticals develop and implement such systems. As is the case with most top management levels, Hsu lacked expert power because Lassiter knew more about the technical details. Lucy Lee, Hsu’s executive assistant, had an influence on him. While her title would suggest she had no power, Lee holds at minimum, persuasive influence as she presented her uncle’s company Standard Systems as a better competitor for the position. Even after Lassiter had presented Hsu with research, including the statistical break down between the companies which indicated that Standard Systems was incapable of handling the complex project, Hsu presented Lee’s choice to the board of directors.
• What specific steps would you take if you were a senior manager in this situation? Explain why for each step.
• Do you consider it motivational and equitable when a substantial part of an employee’s pay is bonus based on company results in a highly uncertain environment? Why?
As a senior manager in this situation, one should reexamine how SunDax came to be in their current predicament. Although to an outsider, solar power numbers are staggering and growing, to those inside SunDax the tendency is to keep a sharp eye on the industry, the decline is not a surprise. During the examination it is noted that the basic needs of motivation, …show more content…
327). Although, the traditional models of diversity do not take into consideration the inclusive models of diversity, such as nationality and competency. The case study of “The Trouble with Bangles” with 400 plus woman working at a food processing plant showcase just that, a lack of contemplation in the workforce and the increasingly global world. This was made evident when the request to limit the amount jewelry to be worn during their shifts, due to a recent accident, was met with a conflict. Mainly because of the leaders delivery system. The plant did not respect the individuality of the workers, such as Leela Patel who as a Hindu wife, wears three bangles of religious importance. This organization, in terms of leadership diversity, is deficient and since the organization is struggling with developing leadership diversity, the employees would feel singled out due to their …show more content…
James Hsu, the president of Waite Pharmaceuticals, had the largest amount of power within the company. He had legitimate power, meaning his authority was granted from his position within the company. The employees of the company, including Amelia Lassiter, recognized the authority his position provided him. Lassiter, the chief information officer, also had power. Her power, however, was due to her expertise in her field and extensive research on knowledge-sharing system. Expert power is defined by Daft as “authority resulting from a leader’s special knowledge” (pg 371). Lassiter did extensive research on these systems, as well as IT firms that could help Waite Pharmaceuticals develop and implement such systems. As is the case with most top management levels, Hsu lacked expert power because Lassiter knew more about the technical details. Lucy Lee, Hsu’s executive assistant, had an influence on him. While her title would suggest she had no power, Lee holds at minimum, persuasive influence as she presented her uncle’s company Standard Systems as a better competitor for the position. Even after Lassiter had presented Hsu with research, including the statistical break down between the companies which indicated that Standard Systems was incapable of handling the complex project, Hsu presented Lee’s choice to the board of directors.