Management skills

Answer the following questions.
1. Positive leadership has been argued to be a game changer for business organizations. In your opinion, what is positive leadership and how it will help a specific business organization such as a restaurant, or any other real business, which is closing due to COVID-19 lockdowns? Discuss in detail. (10 Points)

2. In the class we discussed some of the important cultural dimensions which help us to differentiate cultures across the globe. Do you think these cultural dimensions would lead us to make more stereotypical assumptions about people from other cultures? What are the implications of this stereotyping in business setting? Please discuss with examples. (10 Points)

3. David is an auto electrical engineer in XYZ company for the last two years where he is trying his best to show his performance. David has been working on a new fuel injection system for the last six months. The preliminary testing of the new fuel injection system shows it can reduce at least 10% fuel consumption. He is excited with the initial testing and intend to bring this new fuel injection system in automobile engine in the next two years. It would be impossible to launch this new product without the support of his team and superiors. Being a relatively new in the company, he is not sure, how can he win the trust of his team and convince his supervisor about the positive impact of this new product. Based on the lessons learned in class, what would you recommend to David to motivate his team and convince his boss? Please describe well with rational. (10 Points)

Part C – 10 Points

Please read the case provided at the end and answer the following questions.

1. In your opinion, what are the reasons that the regions are not responding to Wilkes’s initiative for change? Analyze Wilkes’s change implementation strategy to explore what is wrong with it? (3 points)

2. In your opinion, how can Wilkes solicit more active support from Bernini and McCann for the change he is attempting to implement? Do you think they can help? (2 points)

3. If you were implementing this change, what you could have done differently? What would you include in your change implementation plan? (5 points)

CASE:

“From This Point On …”
Bernini Foods is one of several companies offering healthy, frozen-packaged meals in the once-laughable and nutritionally challenged frozen dinner industry. Meeting the changing needs of modern, on-the-go, budget-conscious consumers, the new generation of meals offered by Bernini faces unprecedented competition from long-time industry leaders including Bertolli, Marie Callender’s, Healthy Choice, Lean Cuisine, and others.

Cutthroat competition within the industry means every corporation must hustle for high-quality ingredients, improved packaging, efficiency in delivery systems, and decreased cooking times. Like its competitors, Bernini strives for increased market share through a combination of price cuts and the introduction of new products.

To meet these challenges, CEO Roberto Bernini created a new management position to monitor pricing and purchasing. Vice president for finance Ted McCann hired Lucian Wilkes, a retired army colonel, for the new position, giving him wide latitude for setting up new rules and procedures. With an announcement from CEO Bernini, Wilkes was introduced to the company. Following an intense period of in-house research and information gathering, Wilkes zeroed in on what he saw as the major problems—the fragmentation of pricing and purchasing decisions, with managers in various regions devising their own standards and making their own contracts.

The process sent up red flags for Wilkes. He made an across-the-board e-mail announcement for new standardized procedures, basically informing each regional office that “from this point on …” regional managers must inform his office of any price change above 3 percent. In addition, all local purchase contracts above $10,000 must also be approved by Wilkes’s office prior to implementation.

Directives for these new procedures were issued to regional managers for their policy manuals. These managers, according to their immediate feedback, were all in agreement with the changes. But as one month followed another, Wilkes’s concern and level of frustration grew, and everyone seemed to carry on with a culture of “business as usual.” Managers did not resist. Frequent correspondence across the various regions, including e-mails, faxes, and conference calls, brought repeated assurances that change was coming.

“We just need time to make the changes,” one manager said.

But time dragged on and the situation remained unaltered. Complicating the situation, Wilkes appeared to have no vocal support from company executives, who were busy with their own concerns. While both Bernini and McCann offered lukewarm comments about the need for new initiatives to spur efficiency, neither demonstrated wholehearted support for the changes. The new plan was going nowhere, and Wilkes was aware that the failure of the company to increase profits could result in the loss of his own position.

“If nothing changes,” Wilkes complained to his wife, “the regional managers will remain on the job. My job will be cut.” Wilkes wondered what his next move should be. In how many ways could he inform the managers to implement the new procedures? What pressures could he apply? How could he impress upon Bernini and McCann the importance of their support for the changes? He felt at a loss for what he should do. Did Bernini Foods want these new standards implemented or not?