University of Maryland, Baltimore County - ENMG 652Exam Fall 2019./ Management, Leadership, and Communications ENMG 652/BETC 665 Fall 2019 FINAL EXAM

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Management, Leadership, and Communications ENMG 652/BETC 665 Fall 2019 FINAL EXAM DUE IN THE BLACKBOARD DROPBOX BEFORE 11:59 pm on Thursday, December 12, 2019 by 11:59pm Fill-in-the-Blank Problems ... Exact word answers are required. Total points: 50 (5 pts. per question) 1. An understanding of how impacts a virtual team’s development will help managers and team leaders to facilitate and improve team success. 2. People develop trustworthy recipes for thinking as usual because they like and dislike 3. In team building occurs when the team members contributions exceed the sum of individual member contributions. 4. When coaching, if the manager provides direct instruction or guidance on how to design and implement a performance improvement plan, they are using a 5. When someone wants to deliver a message, they and then send the message to the intended recipient who must the message from within their own field of experience. 6. When organizational learning rises to affect the organizational norms themselves, it is called learning. 7. When you become the boss, you initially won’t have the feeling of more freedom, instead you will feel constrained by organizational . 8. As a manager, to address items that are in your circle of concern, you must first concentrate on items in your of 9. Confrontation is in order when you care about both the and the at hand. 10. describes how learning occurs through interactions among people, behavior, and environment Short Answer Problems (Typically 150-300 words) Total points: 50 (10 pts. per question) 1. Mohammad is considerably younger than most of the people he supervises. He has a master’s degree and is mechanically inclined. Right out of college he went to work for a local manufacturer as a business analyst with an eye toward becoming a team leader. Mohammad learned his trade well and was promoted in just under a year to team leader. He is not only younger than anyone he supervises; he is better educated, too. How can he turn this situation into an advantage? How can he become a good supervisor of his older and more experienced workers? Answer: References: Goudreau, J. (2013, October 28). How To Manage Employees Who Are Older Than You. Retrieved from https://www.businessinsider.com/how-to-manage-employees-older-than-you-2013-10. Editors, G. (2019, November 1). The Beginner's Guide to Managing Employees Who Are Older Than You. Retrieved from https://gusto.com/blog/people-management/managing-older-employees. 2. Because of downsizing and layoffs at her biotech firm, Soniya got a new department to manage. Previously she had managed the inspection and validation department. Now she must manage a new integrated manufacturing department pulled together from the remains of several group’s members left after the downsizing. What are the five stages of rebuilding a team’s trust that she should pay attention to? What level of trust needs to be fostered at each of the levels, and what would you suggest she do to as the team leader to create and sustain trust for her manufacturing group considering the reorganization? Answer: References: Creating and sustaining trust in virtual teams, Business Horizons (2007) 3. Ken Kendricks, a sales manager at Emergent Biosciences was promoted to a managerial position at headquarters, where he was responsible for sales-people who serviced his company’s largest accounts. His new boss told him that his primary job was to influence others’ success more than achieve new goals himself or socialize with his subordinates. However, in talking to you Ken revealed that he did not agree with his boss’s directive. He told you that his would lead by demonstrating his need for achievement he had no need to exercise power. Ken’s high need to achieve was no surprise—after all, he had been a very successful salesman—but obviously his desire to influence others was much less than his job required. Then came the real shocker. Ken’s subordinates confirmed what his stories revealed. He was a poor manager, having little positive impact on those who worked for him. They felt that little responsibility had been delegated to them. He never rewarded them but only criticized them. And the office was poorly organized, confused, and chaotic. Name the four types of personal power that Ken can invoke to help him in his new position, and briefly describe an example of how he might use each of them to help him advance in his new role. Answer: References: Week 15 Lecture - Power and influence 4. With regard to the story: “Why Nashville's Police Still Don't Have Body Cameras” https://www.npr.org/2019/12/05/784994869/why-nashvilles-police-still-don-t-have-body-cameras and using your knowledge of organizational learning and change management, identify and discuss the reasons why it has taken so long for body cameras to be put into use within the Nashville police department. Answer: 5. In this video: https://www.youtube.com/watch?v=8cPeU75Fha0 George Hobica refers to the recent United Airlines incident as “the worst response to a public relations crisis that I have ever seen”. Given your new understanding of moral/legal/ethical/policy issues and your new insights into crisis management. Outline a better way for United’s management to have handled this incident. Additionally, with your new understanding of crisis management, draft an outline of the items you feel United has done well since the event, and what you would have done differently. Answer: References: “How United Airlines Could Have Avoided Its PR Crisis.” MediaShift, 12 Apr. 2017, http://mediashift.org/2017/04/united-airlines-avoided-pr-crisis/ Lazo, Luz. “After United Dragging Incident, 3 Major Airlines Change Policies Affecting Bumped Passengers.” The Washington Post, WP Company, 5 Apr. 2019, https://www.washingtonpost.com/news/dr-gridlock/wp/2017/04/17/after-united-dragging-incident3-major-airlines-change-policies-affecting-bumped-passengers/ Czarnecki, Sean. “Timeline of a Crisis: United Airlines.” PR Week, PR Week Global, 20 Feb. 2019, https://www.prweek.com/article/1435619/timeline-crisis-united-airlines Case Study Problem Total points: 100 From your course pack, read, analyze and prepare a 3-page case study report for the SÄBU Holzbau GmbH case in your HBP course pack. Remember to check your work against the grading rubric before you make your submission. Introduction: The company was started in 1924 by Jakob Buchen by name Buchen Sawmill (abbreviated to SÄBU) at a place called Morsbach in the German state of North Rhine-Westfalia. Over the years the company tried out producing different products with a broad range of products offerings. The mainly dealt with wooden storage boxes, prefabricated wooden houses, garden sheds, construction trailers. Thus, in order to extend its market, they built a new plant in the 1960s at Ebenhofen in the Southern part of Germany. This was spearheaded by Wilhelma Klien, the founder’s daughter which soon legally and economically separated from the founding firm, becoming the SÄBU Holzbau GmbH. By the 1900s the company had become expert in turnkey projects based on the innovative timber construction systems used in constructing of public sector buildings. In the year 1998, Machacek became the managing director of the company and Friedrich Nagel joined the company who are the key employees of the company currently. SÄBU became a pioneer in the hybrid construction with their use of innovative modular construction technology. They also gave equal importance to environment and quality management by following high quality making standards and ensuring the use of environmentally friendly materials. The company’s main customers comprised mainly from the public sector, which the company handled efficiently. By leveraging these fundamental processes effectively put them ahead of their competitors and is currently making a yearly turnover of 7.5 million euros with 40 employees in the company. Machacek currently leads and owns the company, specialized in erecting public buildings using an innovative, prefabricated module construction technology. Main issues: • Key employees’ issues neglected: Macheck being the managing director never really bothered about the employee’s issues. • Conservative and narrow thinking nature of Managing director: The managing director Machcek of the company had a very conservative thinking and was not open for options. • Realization at the last minute: Due to increase of workload and not giving the chance for others to put forward their decisions, Causes: The main causes are: • Loss of key and experienced employees: Lack of organizational structure and non-addressing employee concerns lead to losing of three key employees. • Customers lost trust in the company: The customers started losing trust in the company as the agreed deadlines were not met and grew skeptical on the amount charged in invoices. • Lack of cooperation and cooperation affected the productivity in the workplace: Employees were exhausted by the management team and by their last-minute decisions, they started getting loud in the meetings, Recommendations: • Building employee-focused culture: Firstly, enhancing the employee morale will boost the company and need to be addressed immediately. • Fill in the key positions of the organization: The management has to look for options to fill in the key positions which will help strengthen the organization and also ease the burden on Managing director. • Taking risks and opening up to new options: The Managing director has to open to try out different options available rather than choosing the safest one and shouldn’t fear of making a mistake. • Regain trust among customers: Once the above goals are accomplished regaining the customers trust is essential. Public trust is imperative to any company. Summary: These are some of the measures that I believe can ensure a smooth working which results in the successful growth of the company. Along with all these recommendations, innovative modular construction systems focusing on the customer needs and expanding the company with opening new branches is the way forward to lead the company to pinnacle of success. By implementing these ‘SMART’ recommendations will result in a phenomenal growth of the company. References: 1. Smith, Michelle M. “Ignoring Employees: It Wreaks Havoc on Your Team and Your Bottom Line.” TLNT, 23 July 2015, https://www.tlnt.com/ignoring-employees-it-wreaks-havoc-on-your-team-and-your-bottom-line/ 2. Morgan, Lee. “Causes of Low Employee Morale.” Small Business - Chron.com, Chron.com, 21 Nov. 2017, https://smallbusiness.chron.com/causes-low-employee-morale-43267.html 3. https://hbr.org/2014/02/develop-strategic-thinkers-throughout-your-organization 4. https://www.forbes.com/sites/tykiisel/2013/03/27/deadlines-objectives-and-action-oh-my/#74989d6f6e26 5. https://integrasoft.com/loss-key-employee-can-devastating-effect-company/ [Show More]

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