International American Univer

Answer Chapter 9 and 10 SEPARATELY.

  • 3-5 pages of content.
  • Following APA 7th Edition Guideline. (include citation)
  • Typed, double-spaced, edited and proofread
  • please submit on time and make sure NO PLAGIARISM!!!

Chapter 9 – SitLead: Training & Development

You are a senior colorist at the cosmetic manufacturing company, Paint Me Pretty. You are also a Career Mentor for several other, more junior colorists. One of your mentees, Kitty Jones, is a colorist who is leading a project team for the third time in her 6-month career at Paint Me Pretty. The first two times that she led a team, she had a lot of guidance from you – you met with her in advance of team meetings to help her plan the agenda, you took phone calls from her after hours, and you listened to her concerns when they arose. You even set up a test run of the new product for the two of you to hash out any potential problems before Kitty had to try the product with the rest of her team.

By all accounts, Kitty has done well communicating with her teammates, and the technologists on her teams have been receptive to her lead. Some have let you know that if there was an opportunity to work with Kitty again, they would be very happy to do so. Both projects were delivered on budget and on time, with only minor issues along the way. In both cases, the customer expressed high levels of satisfaction with the Paint Me Pretty team, and both customers were complimentary of Kitty’s skills as a team leader. When you let Kitty know that you think she is ready to run the next project team on her own (without so much hands-on support from you), she expresses apprehension. She is concerned that the project has a very aggressive timeline for something so complex, so there will be little room for error. She also specifically questions how one particular member of the team, PJ, will respond to her when you are not there to back her up.

You point out that PJ is just one of the team of five and that the others are very happy to work with Kitty again. You discuss the potential problems PJ might cause and reassure Kitty she is “ready” for this next step. It is time for her to get out of her comfort zone and stretch a bit. She has agreed to take this next step but is still very nervous.


Answer the following questions by applying the concepts learned in Chapter 9. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

1. What type of communication do you need to maintain with Kitty?

2. If you had to schedule potential meeting times with her in advance, how often would you be willing to meet and discuss her performance, while still taking a more “hands-off” approach this time?

3. What are you going to be focusing on to see Kitty’s development progress? What areas will you be able to gather data from to provide you with information regarding her behavior?

4. How can you maintain your positive relationship with Kitty, while still pushing her to “stretch” and grow?

Chapter 10 – Situational Leadership and Constructive Discipline

You are the manager of the sales department at Splendor Company. Sally has been your top sales representative consistently for over a year now. She is always in the office first, last to leave, thorough in her paperwork, and receiving praise from the other departments, and she has volunteered several times to test new products with her clients.

Recently you have noticed a difference in her performance. This past week she was late to your staff meeting, was not at her desk when you came into the office, and left early. She seems distracted and unfocused compared to her usual behavior in the office.

Customer Service sent back two contracts due to missing information on the new client. You just got off the phone with Mark, head of the Accounting Department, who gave you an earful about how Sally “unethically” tried to bend the rules and push a new client through who did not have the appropriate credit ratings.

Upon hanging up the phone, you look up to see Sally entering the office. She appears to be in a hurry, glances around to check who else is in the office, and hurries to her cubicle. Glancing at the clock you see it is only 3:45 pm. Sales reps are not usually back in the office at the end of the day before 4:15 pm. You decide to approach Sally and talk about her recent drop in performance.


Answer the following questions by applying the concepts learned in Chapter 10. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

1. List the data points you have on her current performance. How does this differ from her “usual” performance?

2. What style will you use to start the conversation?

3. How will you know from Sally if that style is working?

4. What type of follow up will you do and why?

International American Univer

Textbook – https://drive.google.com/file/d/1xulfo6KvH1J7Jofgs…

  • a. What does it mean to strategically manage employees? (cite and reference)

b. Identify and explain the three primary HR activities. (cite and reference)

  • c. Which of the three primary HR activities is most challenging and why? (opinion, but elaborate)

(Question a-c Minimum 250 words – only one reference section for the whole DQ).

  • CASE STUDY.

Answer in essay form (3-5 pages) and not Q&A format with at least TWO peer-reviewed sources.

  • Chapter 1 – The New Job (pp. 24-25).

After graduating from school, you are fortunate to receive an offer as an assistant manager of a marketing department in a company located in New York City, working for a fast-growing company that provides marketing support for companies. Your department specializes in marketing strategies for the Internet and currently consists of 10 people–you, your direct supervisor (the manager of the department), and eight (8) marketing associates. Your job is to help the manager lead the unit to develop long-term strategies for your unit, to maintain excellent customer service with your clients, and to strive to build future business opportunities. The marketing associates in your department work a very flexible schedule and are often offsite, working with the clients at their location to help develop marketing campaigns to improve their business presence, and performance, via the Internet.

After being on the job a short while, you realize that you really need to create another position to help make sure all the necessary work gets completed on time. Essentially, while you and your manager are focusing on the long-term interests of the department and the associates are working very hard to help the clients, many of the administrative aspects of the work are falling by the wayside. For example, no one is currently tracking accounts payable from clients or handling accounts payable to your service providers. As a result, you are spending time on these tasks that are beyond your job expectations. In addition, you are spending an increasing amount of time making travel arrangements such as booking hotels and arranging transportation for your staff. After you talk with the manager of your unit, she agrees that something needs to change to allow you to devote your time to more of the strategic issues in the unit, and she permits you to create a new position to help out in your department. Your challenge now is to determine what this position will be.

Answer the following questions by applying the concepts learned in Chapter 1. Please post the case study in as one MS Word document. Note: See template provided for case study paper. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

What job would you create? Why?

What are the key tasks and responsibilities that this new employee would be expected to perform?

What are the employee competencies this position needs to be successful? Why?

What are your ideas for how you might design performance management, compensation, and incentives for this new position? Why?

Are there any particular challenges you would expect to encounter that would make successfully filling this position difficult?

How would you overcome these challenges?

International American Univer

Answer Chapter 1 & 2 questions SEPARATELY

  • 3-5 pages of content.
  • Following APA 7th Edition Guideline. (include citation)
  • Typed, double-spaced, edited and proofread
  • please submit on time and make sure NO PLAGIARISM!!!

Chapter 1 – Listo Systems

Listo Systems is a graphic service agency with a long history of success. In the early 1990s, the company quickly grew into one of the top graphic service companies in the world.

The rapid growth of technology in recent years has both helped and hindered the company. Advancements in technology have allowed Listo Systems to provide quality services and products faster and more efficiently. However, new technology has also been beneficial for Listo Systems’ competitors. The competition has grown significantly in number and in the quality of services and products that they provide. The increase in technology has also led to an increase in customer demands and expectations. Customers want services and products faster and cheaper and will go to a competitor without hesitation if their needs are not met. The advancements in technology have also created new threats to the industry in terms of security and theft of products.

Answer the following questions by applying the concepts learned in Chapter 1. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

  1. How has Listo Systems felt the impact of power shifting from the Seller to the Buyer?
  2. What external environmental factors are affecting Listo Systems?

Chapter 2 – Cognitive Dissonance
Jackie Hartnett was hired at Dorf Car Factory for her strong belief in recycling. Not only did she have all the technical skills required for the job, but she had a personal passion for the well-being of the environment. Her boss, Charlie Damon, was excited by her interest in re-using goods and overall concern for the well-being of the environment. These were not strong values for him personally, and he hoped that Jackie would bring a certain level of awareness to other employees, including him.

Jackie came to work at Dorf Car Factory with high hopes. She had been looking for a large organization where she could develop her long-term career goals, and she was encouraged by Dorf’s interest in becoming a better “green” employer. She educated herself on the output of the factory and figured out four main ways to reduce harmful elements they were currently releasing into the atmosphere. Jackie’s personal interest in recycling dated back to her grade school days when she tracked what happened to all the paper put in the trash pail in each classroom. After learning it ended up in the landfill along with all the other rubbish, Jackie implemented a school-wide recycle program. To this day, all “extra” paper or waste is put in a separate trash pail which is sent to a recycling factory and used to make reusable consumer goods. Jackie is proud of this point.

Jackie throws herself into her work at Dorf Car Factory. Charlie is impressed with both her outstanding performance and how well she gets along with everyone. As Jackie’s one year anniversary with Dorf Car Factory approaches, she uncovers information showing several factory shipments of waste material being sold to another company. Quick research showed that this other company does not “properly” dispose of these types of waste products. Jackie immediately approached her boss, Charlie, with the data and was taken aback when he shared with her the extra costs that ended up being involved with several of her “greener” approaches. Disheartened, Jackie asked, “Is anything we committed to almost a year ago still in place?”

Charlie’s nonchalant response about the paper recycling program working in the outer offices was not enough of a reassurance for Jackie. That night at home, she contemplates her future with Dorf. She feels torn between her commitment to the company and her personal values of recycling. She wonders, if they have not been open about the actual, behind the scene steps with the recycling program, are there other business aspects that they are not being “open” about?

Answer the following questions by applying the concepts learned in Chapter 2. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

  1. Discuss Jackie’s dilemma in terms of cognitive dissonance.
  2. How could this new information on Dorf’s actual recycling program affect Jackie’s perception of the company she works for? What impact could this have on her overall performance? Are her personal values around recycling strong enough to determine who she works for?
  3. Do you think Jackie should ignore the company’s choice to recycle or not and just keep doing her job? Is she willing to walk away from a good paying job with benefits? Are there other employers who are likely to be more open to recycling programs, and should she pursue opportunities with those companies?

International American Univer

Chapter 15 – Building Commitments
Buster was hired to revamp the processing center for the Federal Education Institute. They are an education facility that provides undergraduate and graduate degrees. Traditionally, their student population has come from International students wanting an education in the United States. Recently, competition within the education industry has increased dramatically. Federal Education Institute needs to change their marketing approach in order to expand their student population. While the company has known for several years that they needed to change several internal processes, they just could not break out of their usual ways of thinking and doing business. Buster was hired from a large competitor for his expertise and is expected to bring about these changes.
While Buster knew that he needed to make several changes from the start, he took some time during the first few months on the job really getting to know key people in other departments. He soon determined that his strongest allies could be the IT, Financial Aid, and Business Development departments. He took time to establish communication with the head of each department.

After two more months, Buster was ready to start implementing his changes. He called upon things that he had found to be important to the IT department and referenced them during several cross-department meetings. He also researched and had specific examples of how the Financial Aid department assisted students during their most difficult period – admissions. When it came to the Business Development department, Buster included information in his presentations regarding how they want to expand the business based upon the needs of students. Ultimately, he believed that by expressing his desire for the same changes that these other three departments wanted to make, he showed support for their own initiatives. Buster is hoping that they, in turn, will support his change initiatives and back him up in meetings.

Answer the following questions by applying the concepts learned in Chapter 15. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

1. Describe which type of decision making you think Buster engages in most often.
2. Explain how Buster’s behaviors show various commitments: to the customer, organization, co-workers, and the task.

International American Univer

Chapter 12 – Effective Communication: Partnership in Italy
Melissa Chang was asked to travel to Venice, Italy and meet with her company’s partnering company.  Preparation for the trip was stressful.  Not only had her colleague cancelled their recent trip to Moscow at the last minute, making the US partner look bad, but the Italian partner had made several requests for information which none of Melissa’s colleagues had fulfilled.  She learned all of this information upon making phone contact with their office to confirm her travel plans.

  • After that initial phone call, Melissa was not looking forward to the trip.  She felt that her company had not upheld basic business standards, and adding a language barrier to the equation did not make things any smoother.  She was very hesitant to make the trip and felt very guarded.  She knew her Italian counterparts were frustrated and she could relate to their feelings.  However, she also had a job to do – get more work out of them.  If things did not get cleared up quickly, they could potentially lose the partnership.  Melissa dreaded having to be the one to deliver that piece of news.

Once in Venice and face-to-face with the partners, Melissa quickly realized their source of frustration.  From their perspective, the US partner had not upheld their end of the business deal by providing some basic product information.  Melissa had that information with her and easily provided the files.  She was able to answer all their questions and explain the business process in the US during the first meeting.  

  • The second day of business meetings was even more productive.  Melissa noted a change in her Italian counterparts’ disposition when she entered the office that second morning.  They were much warmer and willing to sit down and discuss details.  By lunch time, Melissa had information showing how much the Italian office had produced and where they were actually outperforming the US parent office.  It was clear that their partnership was nowhere near being in jeopardy.

As the week drew to a close, both Melissa and the Italian partners drew up a projected plan for the next fiscal year.  Italy was on track to set new sales records.  Their requests for information were basic in her opinion, and Melissa was able to provide them accurate details before her departure.  While a few of the finer points she did not understand fully due to the language barrier, Melissa felt reassured seeing firsthand how committed they were to the product.  She could not find anything that would cause concern for their business transactions going forward.  She chuckled to herself thinking how much she had dreaded this trip initially.

  • The Italians thought Melissa was a top businesswoman.  Their appreciation was immeasurable.  The president of the Italian office arranged a formal dinner in her honor.  All employees attended with their families.  Before dessert was served, he toasted Melissa’s professionalism during the entire week.  The president noted her empathetic listening skills and ability to relate to their business needs as being critical to their future success.  He also praised her for the quick actions and decisiveness she demonstrated during their meetings.

Answer the following questions by applying the concepts learned in Chapter 12. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

Discuss how Melissa’s communication style impacted the performance of the Italian partners.
What do you think were the primary sources of information prior to Melissa’s visit?
What do you think the primary sources of information will be after Melissa’s visit?
What might account for Melissa’s change in attitude about dealing with the Italian partners after her visit?

International American Univer

Chapter 3 – Listo Systems : The Employees’ Impact on the System

One of the key reasons for Listo Systems’ early success and growth was the dedication and commitment of the employees. Employees worked hard to achieve the clear goals set by management. They were asked for their opinions regarding the direction in which Listo Systems was heading. Employees were engaged and felt empowered to make decisions regarding how and when the work got done.
Answer the following questions by applying the concepts learned in Chapter 3. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

1. What theories and/or studies could be applied here to better understand what is motivating employees at Listo Systems?

Chapter 4 – Listo Systems: The Challenge of a Growing Organization

  • Listo Systems’ VISION statement is: “To be recognized as a leader in supplying quality graphic design products and services to our customers and to be respected by our clients and staff.”
  • Listo Systems’ MISSION statement is: “We strive to develop superior graphic design products and services for our users through state-of-the-art technology, innovation, teamwork, and leadership.”

Following their early success and growth, Listo hired a number of new managers and employees. In response to the expansion of staff, Listo reorganized by adding layers of supervisors and managers between executive management and line staff; however, growth occurred so rapidly that proper training was not provided to the new employees. Management was less concerned with the employees’ opinions and was more focused on production and profit. Instead of enlisting employees’ opinions, more directive orders were given. The change and increased complexity associated with adding new layers to the hierarchy resulted in the organization’s goals and objectives becoming unclear. Employees began to complain about the new bureaucratic processes and the slow pace of decision making. While the organization has been growing in size, productivity has slowed and quality has decreased. The turnover rate is higher than it has ever been, and the amount of sick days that people take has doubled over the past few years.

Answer the following questions by applying the concepts learned in Chapter 4. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

Using the above scenario, consider Organizational Level 1: Key Players (Stakeholders) and Business Ideas (Purpose). Which Leadership Challenge response is most appropriate: Establishing, Refining, or Monitoring? Using the theories discussed in Chapters 1-4, explain why you chose that response.
Using the above scenario, consider Organizational Level 2: Entity (Culture) and Strategy (Mission). Which Leadership Challenge response is most appropriate: Defining, Shaping, or Publicizing? Using the theories discussed in Chapters 1-4, explain why you chose that response.
Using the above scenario, consider Organizational Level 3: Departments (Units) and Key Results (Success Factors). Which Leadership Challenge response is most appropriate: Involving, Facilitating, or Communicating? Using the theories discussed in Chapters 1-4, explain why you chose that response.
Using the above scenario, consider Organizational Level 4: Teams (Groups) and Goals (Objectives). Which Leadership Challenge response is most appropriate: Focusing, Unifying, or Connecting? Using the theories discussed in Chapters 1-4, explain why you chose that response.
Using the above scenario, consider Organizational Level 5: Individuals (People) and Tasks (Jobs). Which Leadership Challenge response is most appropriate: Enabling, Engaging, or Empowering? Using the theories discussed in Chapters 1-4, explain why you chose that response.

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