Assessment
美国管理学代写 All assignments must be submitted as a .doc or docx. Your file must be saved as “Assessment3_xxxx”(insert your student number).
Purpose. The purpose of this assignment is to assess students’ individual ability to observe, explain, and address OB-related issues addressed in Modules 9-11.
You are a Senior Managerial Consultant for AC&LB Firms. You have been given three new organizations and AC&LB firm hopes to offer you partner if you are successful with the next set of OB issues that require your expertise.
Just like at Assessments 1 and 2, each case will ask you multiple questions and you will be evaluated on your individual ability to (1) observe and identify the issue that needs to be addressed in each case, (2) critically connect these issues to potential causes and/or consequences, and/or (3) resolve the issues present in each case. You are expected to draw upon the theories, concepts, and management strategies learned in this course to respond to these questions. Ensure that you reference your sources (e.g., lecture slides, textbook chapters, class articles) using APA formatting. You will also be evaluated on your written communication. That is, I expect your answers to be written using professional and academic writing that follows all formatting guidelines detailed below. For each case that does meet this expectation, you will be deducted 1 point (up to three points off). 美国管理学代写
Deliverable. Each case is worth 10 points and should span no longer than 1 single-spaced page (in 12point, Times -New Roman font with a 1” margin around all sides). Taken together, you can write a maximum of three 3 single spaced pages (one single-spaced page per case). If part of an answer extends beyond the one-page limit (per case), that part of the answer will not be graded. Please indicate the case and sub-questions you are answering by indicating the case number and question number (e.g., Case 1, Q1).
All assignments must be submitted as a .doc or docx. Your file must be saved as “Assessment3_xxxx”(insert your student number). On a separate, fourth page, please list all of your references cited in text(across Cases 1-3), using APA style formatting. A guide on how to use APA style is available on Brightspace [on our course webpage, select ‘content’→ Organizational Behaviour Take Home Assessment #3 → APA Formatting Guide]. In addition, you can refer to the “Slides for Take Home Assessment #3” posted in our announcements for examples on in-text citations and APA reference formatting. References should include lecture slides, the textbook, assigned articles, and resources available via module resources. Resources outside of these sources should not be included.
Case 1: Johnson, Cohen, and Graydon LLP 美国管理学代写
Your first stop is to Johnson, Cohen, and Graydon (JCG) LLP, a leading Canadian law firm at their head office in Toronto, Ontario. You meet with Lukas Johnson, the managing partner at JCG. He is concerned about the power dynamics at play in the law firm.
Q1. [6 points total] First, he is concerned with two of his junior partners, Erica and Greg. Both Erica and Greg were promoted to junior partners in 2019. They were both hired in 2012 after graduating from the Schulich School of Law at Dalhousie University. Both Erica and Greg are extremely competent lawyers and have the potential to make senior partner, however they have a long history of working poorly together. Their negative working relationship dates back to their law school days where Erica narrowly beat Greg in winning the G.I. Smith Memorial Award, awarded to the student with the highest marks in the graduating class. Greg is still upset about losing the award to Erica and has carried that grudge into the workplace.
Even though Erica and Greg work for the same firm, Greg’s behaviours towards Erica have led to high levels of conflict. Greg speaks poorly about Erica to potential clients by saying she is too emotional to take on difficult cases and that they should work with him instead, he has fought with Erica on office locations by stealing the more coveted office away from her, and he has gossiped about Erica when she has been recognized for her successes. In the past, Erica has tried to engage in better working relationships with Greg, but she has since turned to retaliation, turning the best associates against Greg, telling them that he is incompetent, and that they should work with her instead of him.
Lukas asks for your help – he really wants these two promising lawyers to make senior partner, but their conflict is hurting the firm. He wants to know if you can suggest ways of creating a more collaborative working approach between Erica and Greg.
In your response to Lukas:
- Please describe the current approach to conflict resolutionthat Erica and Greg are employing based on the information Lukas has provided to you, using specific examples from the case. [1 point]
- Next, describe what a collaborative approachto conflict might look like for Erica and Greg. [1 point]
- Discuss how you would advise Erica to use two different influence and/or persuasion tacticsto work with Greg to take a more collaborative approach, by explaining what those tactics are and using illustrative examples as to how she could apply them. [4 points] 美国管理学代写
Q2. [4 points total] Lukas also wants to bring to your attention an issue that he has noticed with respect to power differences at work. In particular, he has noticed a situation between the associates and the legal secretaries. The associates, who have recently finished law school and have passed their bar exams, act as though they are superior to the legal secretaries given their higher salaries and their higher level positions in the organization where they have some degree of authority over the paralegals, legal secretaries, and records clerks.
However, the legal secretaries who receive lower pay and have less formal education, have specialized knowledge in terms of knowing how to work closely with the managing partner and senior partners. In addition, the legal secretaries have been working at JCG for a long time, and they tend to be well respected by others in the firm. As such, the legal secretaries believe that they are superior to the associates. The associates and legal secretaries have to work together frequently, as the associates need the legal secretaries to arrange meetings with the senior partners for them, and the legal secretaries need the associates to provide them with the correct information for briefings. Lukas is worried that these power dynamics will cause problems. 美国管理学代写
You believe that Lukas is unaware that people can possess different types of power. As such, you:
- Using examples from the case, explain to Lukas the type of powerthat the associates and legal secretaries each possess [2 points].
- Give at least one suggested guidelineto the associates and one suggested guideline to the legal secretaries as to how they can exercise their power effectively [2 points].
Case 2: Eastern University 美国管理学代写
Next, you are off to Halifax, Nova Scotia to work with a newly created university called Eastern University. This is a brand new university and it is scheduled to open in 2024. The board for this new university has already been formed, but they are seeking advice on how to establish best practices to seek leaders for their senior administrative team. The board has no idea where to start, and they are seeking your advice in terms of understanding the challenges that exist for selecting and training future leaders
Q1. [4 points total] You first meet with William Dawson, the chair of the board. William has significant leadership experience himself, having worked at various universities across Canada, including as a Vice Provost at the University of Alberta. William feels he has a key understanding of the right set of characteristics that would make for an effective leader. As he describes his set of beliefs about what makes for an effective leader, you recognize quickly that he is using leader prototypes.
Base on your knowledge from this course, explain to William:
- What leader prototypes are? [1 point];
- What are two of the most commonly held leader prototypes? [2 points];
- What is one important consequence of leader prototypes and why they matter? [1 point].
Q2. [6 points total] Next you have a meeting with Alasie, a member of the board who will be responsible for developing the training for incoming senior administrators at Eastern University. Alasie recognizes that selecting the best leaders will only get people so far and she wants to prepare for leadership training that will foster the most positive leadership behaviours amongst its senior administrators. She asks you to provide your recommendations for the leadership behaviours they should foster and how they can best deliver leadership training to help. 美国管理学代写
Referencing course material, you summarize to Alasie:
- The most positiveform of leadership that she should try to foster in the senior administrators, being careful to define it, outline the four broad behaviours that it encompasses, and provide specific examples for each of the four behaviours [4 points];
- Outline to her two positive consequencesthat can come as a result of this form of leadership [1 point];
- Provide two strategiesfor Alasie to consider implementing in order to make the leadership training most effective [1 points].
Case 3: Off to Silicon Valley 美国管理学代写
Your last stop is your most exciting work trip client to date – you have been given the opportunity to go to Silicon Valley. Your first stop is to meet with the Customer Engagement Team at Google. You meet with Jorge, the Chief of Staff, for the Google Customer Engagement (CE) team. The CE team is focused on enhancing the customer’s experience of the range of Google products. Jorge explains that he is asking for your expertise with respect to the culture of his team. He is a new leader to this team and understands that his capacity to evaluate the team’s culture may not be his area of expertise, but he recalls from his MBA classes that culture is very important for success. He has sought out your expertise to get a better understanding.
Q1. [6 points total]. To help Jorge, you want to do an assessment of the current culture of the CE team. Thankfully, the CE team members have helped put together a video for your review. After watching the video (login to Brightspace for B3310, go to Course Content à Organizational Behaviour Take Home Assessment #3 à Video: Working on the Google Customer Engagement Team), you feel you have knowledge about the culture on the CE team. Using the three culture characteristics of organizational culture as outlined by the onion metaphor of culture, define and explain to Jorge the three areas of culture (making sure to reference course material) and identify specific examples for each of those areas that you identified in the video. [6 points]
Q2. [4 points total].
While you are in Silicon Valley, you happen to be grabbing a coffee when you begin chatting with the person in line behind you. It turns out that they are Marissa Stevens, the Chief People Officer at Litmus, a healthcare technology company that collects and analyzes molecular, clinical and genomic data through the use of artificial intelligence technology. Marissa becomes very interested in the work that you do as a consultant and wants to set up an initial consultation to discuss the organizational culture in her organization. 美国管理学代写
You recognize that this is a great opportunity, so you sit down with Marissa for a coffee. Marissa explains that when Litmus first started, the organizational culture emphasized being passionate about solving problems, derived from a culture of inclusion, communality, and innovation. Over the past 7 years, the company has grown the workforce from a small group of 25 employees to now over 700. Marissa explains that as Litmus has grown, she feels that the culture has become purely innovation focused and she wants that to change. She is wondering if you might be willing to take on the case of changing the culture at Litmus.
You are eager to take on this challenge and you explain to Marissa that you will prepare a short description of the four steps that are required to facilitate a culture change, referencing course material and being sure to provide sufficient explanation and detail for each of the four steps. [4 points]
