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In the last employee satisfaction survey, the CEO became aware of growing feelings of mistrust between employees and managers

In the last employee satisfaction survey, the CEO became aware of growing feelings of mistrust between employees and managers

In the last employee satisfaction survey, the CEO became aware of growing feelings of mistrust between employees and managers

Question Description

Part 1-

Within the Discussion Board area, write 400-600 words that respond to

the following scenario with your thoughts, ideas, and comments. This

will be the foundation for future discussions by your classmates. Be

substantive and clear, and use examples to reinforce your ideas:

Additional Information

In the course scenario, this was stated regarding this assignment:
In the last employee satisfaction survey, the CEO became aware of
growing feelings of mistrust between employees and managers. Hiring
practices are also under scrutiny and criticism, because allegations of
nepotism have been leveled at the company. For these reasons and others,
employee turnover and absenteeism is on the rise in all four divisions.
Staffing problems have made it difficult to meet customer expectations
as the demand for company products grows.

So far, you are seeing inconsistencies in leadership practices in
each of the departments, and you are concerned that while the company is
trying to improve its communication protocol, the different leadership
styles may be creating confusion. For example, when you talked to one of
the production employees, Sonja Diaz, she explained that she had many
ideas for helping to streamline the production process, but feels she
cannot share them because of the transactional leadership. In the
marketing department, one sales rep, Jerry McVie, felt that he was not
being challenged with his current goals and is even considering leaving
the company to join one of the competitors. Lack of communication
between the divisional leaders might also be the cause of conflict
between the departments because they operate in silos. This separation
between divisions may also be having a negative effect on middle
management staffing issues.

Leadership practices at CMA tend to be inconsistent throughout the
company. Vice presidents (VPs) of the four divisions have unique ways of
leading their employees; their styles resemble four classic leadership
types: transactional, transformational, situational, and charismatic. In
addition, staff has observed a lot of conflict between the VPs. You and
Jared are meeting now to brainstorm ideas about how to address these

“During my interviews,” you say, “I discovered that CMA doesn’t have a
protocol in place for conflict resolution. I think this is a more
serious situation and another opportunity for training and development.
The VPs and managers would all benefit from this information.”

“Give me something in writing that describes what participants need
to know about identifying the different types of conflict and the steps
they can take to resolve it. I want to think about this some more.”

If there are any questions on any of this, reach out to your
instructor and also be sure to attend or listen to the chats as that is
where you will be able to ask questions and gain many insights in what
is being asked for here.

Part B IP 5

1,200 words, APA formatted (with minimum of 3 references)

Cameron Mechanical & Automation, Inc. (CMA) is a fictional
company that has been in business and operating in the Silicon Valley
since 1998. The company began as a successful Internet-based company
(dot-com) and experienced great success with the introduction of high
technology. The company also experienced decline with other dot-coms in
2001. As a result, CMA restructured and focused on its primary products;
that is, computer components. The early changes in the company were
done quickly to downsize. Although many other companies failed during
this time, CMA managed to move forward.

CMA rebounded and continued to manufacture and sell its
components to computer manufacturers worldwide. The company structure
was divided into product divisions, with each division focused on
specific components. For the company, this structure was meant to
streamline sales and delivery worldwide.

In 2008, the economy had an effect on company profits, but the chief
executive officer (CEO), Jared Smith, was in a position to focus on
several internal strategic areas, including structure, work design,
motivation, conflict, and company culture as a whole. To stay
profitable, the company had to eliminate several management positions in
an effort to flatten the organizational chart. Many of the
responsibilities fell to the employees, and many people resisted the

As the economy recovers, CMA continues to rebuild. Since 2012, the
company has been divided into a functional structure that includes four
departments: Research and development (R&D), marketing, production,
and finance. Each department is headed by a vice president who has
responsibility over each of the functional areas. The company currently
sells components to computer manufacturers. As technology continues to
advance, the CMA R&D department and its vice president, Kevin Adams,
are feeling pressure to keep up with the competition. However, because
of the differentiation and separation between the departments, the CEO
is concerned that communication is hampered.

Because of the current structure and culture, the vice presidents who
run each division of the company have autonomy and are able to use
different leadership styles. For example, the vice president of
marketing, Jim Stevens, uses a more democratic leadership style, while
the vice president of production, Melissa Simons, is adamant that her
autocratic or transactional style is the only way to get results. Each
leadership style has advantages, but the lack of consistency between
divisions may be causing problems for the company as a whole. Further,
the CEO is concerned that the workforce may not be as diverse as it
should be, but he is not sure how to address the issue.

It is the end of the day, and you are meeting in Jared’s office to talk about his conference with the vice presidents.

Jared, the CEO, says: “We talked about how we can change the
infrastructure so that it helps organizational culture run efficiently
and consistently. Everyone is getting the same message now about how
structure and culture need to work in a healthy company.”

“You know, it would help if I had something that explained the link
between culture and structure. I need to talk to the board about the
changes we’re making, and I will be talking to staff about what they can
expect to happen over the next 6 months. You’re a better writer than I
am, and I could use a well-written explanation for my discussions.”

Jared also says, “Besides explaining the link between culture and
structure in this assignment, and based on the problems that CMA has
had, what additional changes would you suggest for the company? I want
to include your recommendations in the agenda for the next quarterly
meeting with the board.”

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