Organizational Behavior Week 1 Assignment 2all In A Days Work Case ✓ Solved

Organizational Behavior – Week #1 Assignment 2 All in a Day’s Work Case Study Review the All in a Day’s Work Case Study (pp. 33-34) and answer the three discussion questions. Responses to each question should range from words. Your paper should reflect scholarly writing and current APA standards (12 point Times New Roman font, double-spacing, 1" margins, title and reference pages). Be sure to use the text and/or other sources to support your responses and properly cite the use of such.

1. Describe the people-related problems or issues Ann Wood faced during the day. Did she handle these effectively? If not, what do you believe she should have done? 2.

Is Ann Wood a high-involvement manager? If so, provide evidence. If not, how well do you think she’ll perform in her new job as head of marketing? 3. Assume that Ann Wood wants her managers and associates to be the foundation for her department’s competitive advantages.

Use the framework summarized in Exhibit 1.2 to assess the degree to which Ann’s people are a source of competitive advantage at this point in time. Project Charter Use the Project Charter Checklist for expert tips and advice on how to create a Project Charter. At a project's initiation, management and stakeholders authorize and approve the work to be done. This process often takes the form of a project charter, which can be either an informal document or a formal contract. In both cases, key stakeholders should sign the document to indicate their approval.

In this assignment, you create a project charter for your Project Plan. Follow these instructions: 1. Use the Project Charter Template to guide your work. 2. Use the Project Charter Checklist for expert tips and advice on how to create a project charter.

3. Refer to the Project Charter Scoring Guide to learn how the instructor will evaluate your charter. 4. Submit your charter in the assignment area. After implementing the instructor's feedback, as appropriate, you will include your charter in the final Project Plan submission, as indicated in the course project description.

Resources • Project Charter Scoring Guide. • Project Charter Template. • Project Charter Presentation | Transcript. Readings Meredith, J. R., Mantel, S. J., & Shafer, S. M. (2015).

Project management: A managerial approach (9th ed.). Indianapolis, IN: Wiley. ISBN: . Complete the following tasks: • In Meredith, Mantel, and Shafer's text, Project Management: A Managerial Approach, read: o Chapter 1 (pages 1–27) for an introduction to project management and the project life cycle. o Section 4.5 (pages 148–149) and Section 6.1 (pages 206–211) for background information about why project charters are important. • In the Project Management Institute's A Guide to the Project Management Body of Knowledge ( PMBOK® Guide) Fifth edition, 2013 text, read: o Chapters 1 and 2 (pages 1–46) to gain an understanding of the definition of project management and an overview of the PMBOK® Guide, as well as learning about how a project fits into the larger organizational context. o Chapter 3 (pages 47–61) to learn about the standard project management processes.

You only need to skim these pages. o Sections 4.1–4.3 (pages 63–78) explain how to create a project charter, and pages 78–88 provide an overview of the standard structure of the project plan. • Read Davis's 2005 article, "An Experiential Case Study in IT Project Management Planning: The Petroleum Engineering Economics Evaluation Software Imperative" from the Journal of Cases on Information Technology, volume 7, issue 1, pages 1–21. !"#$%&'()*+"'%" , -./.49:;<1=3.6</4>? ?@ABC?DCAEFGH?IBCJHKAL?MNABOI?LAH?FPGFFI?QRS?IJTMU?VAC?DBCDAMFM?AW?HNKM?GABCMFX?HNKM?NFODM?FLMBCF?HNJH?TABC?DCAEFGH?KM YJLJZFJ[OF?KL?CFZJCIM?HA?MK\F?JLI?CF]BKCFYFLHMU? ?? FÌ‚HFCYKLKLZ?_NFHNFC?TABC?DCAEFGH?_KOO?YFFH?HNKM?CF]BKCFYFLH?KLÌ€AOÌ€FM?J?GJCFWBO?FÌ€JOBJHKAL?AW?HNF?DCAEFGH?A[EFGHKÌ€FM JLI?CF]BKCFYFLHMU?aW?TAB?NJÌ€F?]BFMHKALM?CFZJCIKLZ?_NFHNFC?TABC?DCAEFGH?YFFHM?HNKM?CF]BKCFYFLHX?MDFJb?_KHN?TABC KLMHCBGHACU c3de:<1f>g4.h6</4>? ?aLGOBIKLZ?HNF?[BIZFH?KLWACYJHKAL?KL?HNF?DCAEFGH?GNJCHFC?KM?J?CF]BKCFYFLH?FÌ€FL?JH?HNKM?MHJZF?AW?DCAEFGH?DOJLLKLZU?aH?KM [FMH?HA?DCFMFLH?KH?JH?J?NKZNiOFÌ€FOU?VAC?FPJYDOFX?TAB?YKZNH?ALOT?KLGOBIF?HNF?HAHJO?[BIZFH?JYABLH?CJHNFC?HNJL?J [CFJbIA_L?AW?_NFCF?HNJH?YALFT?KM?[FKLZ?JOOAGJHFIU? ?? aW?TAB?JCF?IFJOKLZ?_KHN?J?MKHBJHKAL?_NFCF?HNF?[BIZFH?NJM?LAH?TFH?[FFL?KIFLHKWKFIX?HNFL?KH?MNABOI?[F?MHJHFI?JM?MBGN?KL HNF?DCAEFGH?GNJCHFCU 8.49:;<1jk9:;</l:0? ?mCAEFGH?A[EFGHKÌ€FM?MNABOI?GOFJCOT?MBDDACH?ACZJLK\JHKALJO?A[EFGHKÌ€FMU?nNKOF?YAMH?ACZJLK\JHKALM?NJÌ€F?YJLT?LFFIM HNCABZNABH?J?ZKÌ€FL?TFJCX?DCKACKHT?KM?WKCMH?ZKÌ€FL?HA?DCAEFGHM?HNJH?IKCFGHOT?KYDJGH?HNF?ACZJLK\JHKALJO?A[EFGHKÌ€FMU? ?? oNFMF?A[EFGHKÌ€FM?MNABOI?[F?GOFJC?JLI?MDFGKWKG?MA?JM?HA?JKI?TAB?JLI?TABC?MHJbFNAOIFCM?KL?IFWKLKLZ?HNF?MGADF?AW?HNF DCAEFGHU p55.46;q? ?aH?KM?KL?HNKM?MFGHKAL?AW?HNF?DCAEFGH?GNJCHFC?HNJH?TAB?YBMH?KIFLHKWT?HNF?bFT?YKOFMHALFM?WAC?HNF?DCAEFGHU?oNFMF?JCF?HNF DAKLHM?KL?HNF?DCAEFGH?_NFCF?GFCHJKL?MFGHKALM?AC?IFOKÌ€FCJ[OFM?NJÌ€F?[FFL?GAYDOFHFIU?oNF?DJCHKGBOJC?YKOFMHALFM?_KOO?Ì€JCT [T?DCAEFGHU r4s:016>d1r:054>0/k/s/</:0? ?tH?HNKM?MHJZF?KL?HNF?DOJLLKLZ?DCAGFMMX?CAOFM?JLI?CFMDALMK[KOKHKFM?MNABOI?JOCFJIT?[F?IFWKLFI?JH?J?NKZNiOFÌ€FOU?uFCF?TAB _KOO?_JLH?HA?KLGOBIF?HNF?GALHJGH?KLWACYJHKAL?JLI?J?DOJGF?WAC?MKZLiAWW?AL?HNF?IAGBYFLH?WAC?FJGN?MHJbFNAOIFCU Project Charter Project Title: Project title here.

Project Start Date: 00/00/00 Projected Finish Date: Project finish date here. Budget Information: Budget information here. Project Manager: Name, email, and phone number here. Business Need Briefly describe the business need/requirement for this project here. Indicate how this will align with organizational strategic goals and objectives.

Project Objectives Provide a brief statement regarding the implementation of the project --- e.g. implement….then follow with bullet points regarding the major deliverables Approach Provide a brief description regarding how the project will be managed – for example: This project will be managed in accordance to the PMI approach as modified. Assumptions/Constraints/Dependencies State your assumptions – i.e. It is assumed that the infrastructure to support the application is in place and requires no updates (this is an example only – modify to suit your project situation). A constraint might be – The resources for this project may not be available as needed and alternative solutions may be required.

A dependency might be – This project is dependent on the infrastructure project (name) to be completed before this project can proceed. Initial Risk Factors Describe the risk factors identified to date Regulatory cost/impact Indicate what regulatory impacts must be considered (i.e. SOX, HIPAA, GLB, SEC rules, local and state licensing, permits, etc.) Roles and Responsibilities Identify all stakeholders and indicate their roles and responsibilities here. Role Name Organization and Position Contact Information Project sponsor Project manager <title> <title> <title> NOTE: add additional table rows as needed – Sign-Off Signatures of all above stakeholders here (can sign by their names in the table above).

Comments Handwritten or typed comments from above stakeholders, if applicable, here. Revised to accommodate PMBOK® 4th edition 1 !"#!"#$%&' '' ()*+,-./012).,)/3-*)456/7849, :;<=:>?<@ A B C D<EF<G?>H<=IJ=KI;EL<=ME>N<@=OP KQRSTQRU VWVXDTQYWQZUVKT [U\RK DQWYRKRTVS :R\SRVM]R\Ì‚ T: :<LFE_Ì€<=Ì€;L_G<LL G<<N=IE=E<a;_E<b<G? JIE=>=cEId<F?e =fgh i j B i j i j B #kl j B m n :<LFE_Ì€<=cEId<F? _bco<b<G?>?_IG co>Ge =fgh i i p k i i B :<LFE_Ì€< b>G>H<b<G? c>E>b<?<EL=IJ=> cEId<F?e =fgh i B i B p k i B i B B B RN<G?_Jq=cEId<F? >LL;bc?_IGr FIGL?E>_G?Lr=>GN N<c<GN<GF_<Le =fgh i Bk s s t B s s s t B s s t B s s u B B RN<G?_Jq=_G_?_>o=E_Lv J>F?IEL=JIE=>=cEId<F?e =fwh i Bk p B B t B p B B p B t B p B B t B p B B p RN<G?_Jq=E<H;o>?IEq _bc>F?=IJ=cEId<F?e =fwh i Bk k B t B k B p k t B k B t B k B u B RN<G?_Jq=cEId<F? L?>v<xIoN<EL=>GN EIo<L=>GN E<LcIGL_Ì€_o_?_<Le =fwh i Bk p t B p s t B p t B p u B KIbb;G_F>?<=_G=> b>GG<E=?x>?=_L cEIJ<LL_IG>o=>GN FIGL_L?<G?=y_?x <zc<F?>?_IGL=JIE b<b <Ì€EL=IJ=?x< ;Ì€L_G<LL cEIJ<LL_IGe =fwh B n B B B n B B B B n B B B B s ks n B B B

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Organizational Behavior Assignment: Analyzing Ann Wood’s Day

Introduction

Managing people in an organizational context can be as challenging as it is rewarding. The case study involving Ann Wood presents a prime example of the complexities associated with organizational behavior. Throughout her day, Ann encounters several people-related challenges that test her management capabilities. This essay will explore the various issues Ann faced, whether she handled them effectively, her potential as a high-involvement manager, and the current state of her team as a source of competitive advantage.

People-Related Problems Faced by Ann Wood

Ann Wood’s day was filled with diverse challenges that reflected the complexities of managing human relationships in a corporate setting. Key issues she faced included:
1. Interpersonal Conflicts: Ann had to deal with conflicts between team members that disrupted productivity and morale. Such conflicts, if not managed properly, can lead to larger problems, including decreased team cohesion and increased turnover (Robinson & Judge, 2017).
2. Lack of Clarity in Roles and Responsibilities: Some team members were unclear about their specific responsibilities within the marketing department. This lack of clarity can lead to frustration, miscommunication, and duplicated efforts (Buchanan & Huczynski, 2020).
3. Resistance to Change: Transition into new roles and adapting to changing marketing strategies often met with resistance. Managing change is a common challenge in organizations as employees may feel insecure or apprehensive about their ability to adapt (Kotter, 2012).
4. Time Management Issues: Ann had to juggle multiple tasks while ensuring deadlines were met, indicating that some team members were not effectively managing their time and priorities. Research shows that poor time management can significantly affect individual and team performance (Macan, 1994).
5. Performance and Accountability: Some team members were not meeting performance expectations, requiring Ann to hold difficult conversations. Addressing performance issues can be uncomfortable but is essential for maintaining a high-functioning team (Macky & Boxall, 2008).
Despite facing these issues, Ann’s handling of them was not entirely effective. She demonstrated a lack of proactive engagement in many instances. For example, rather than mediating conflicts actively, she allowed them to simmer and affect team dynamics. A more effective approach would have included proactive conflict resolution strategies, such as one-on-one meetings or team-building exercises (Fisher & Ury, 2011). Also, Ann could improve clarity on roles and responsibilities by utilizing tools such as RACI (Responsible, Accountable, Consulted, Informed) matrices, which clarify roles during projects (Martins & Terblanche, 2003).

Is Ann Wood a High-Involvement Manager?

High-involvement management (HIM) refers to strategies that engage employees fully in their work and decision-making processes. Ann Wood’s actions throughout the day provide insights into her management style:
1. Employee Engagement: Ann struggled to engage her team members effectively, which is crucial for high-involvement management. While she attempted to involve them in discussions about project directions, her failure to address conflicts and clarify roles minimized genuine engagement (Wagner & Harter, 2006).
2. Empowerment: One hallmark of HIM is the empowerment of employees to make decisions. Ann did not empower her team adequately. They were unclear about their responsibilities and often depended on her for direction, which can be detrimental to motivation and performance (Zenger & Folkman, 2012).
3. Open Communication: High-involvement managers encourage open communication. Ann did not maintain an open-door policy effectively, evidenced by some team members feeling they could not express their concerns. Adopting more transparent communication practices would enhance her approach (Edmondson, 1999).
In light of these observations, it appears that Ann is not currently a high-involvement manager. For her to succeed in her upcoming role as head of marketing, she needs to develop competencies that emphasize empowerment, engagement, and open communication. Without these, her effectiveness could be compromised.

Assessing Ann’s Team as a Source of Competitive Advantage

Using the framework summarized in Exhibit 1.2, which assesses human resources as competitive advantages, it is evident that Ann’s team currently does not represent a strong source of competitive advantage. The assessment includes several key factors:
1. Unique Skills and Talent: Ann's team demonstrates a range of creativity, crucial for marketing; however, the conflicts and lack of clarity in roles hindered their capacity to harness these skills effectively (Barney, 1991).
2. Alignment with Strategy: The disconnection between team members concerning their roles and the overarching marketing strategy suggests that alignment is weak, which is crucial for achieving competitive advantages (Kaplan & Norton, 2001).
3. Employee Satisfaction and Commitment: Given the interpersonal conflicts and low morale, employee satisfaction is likely low. As studies reveal, high satisfaction correlates positively with performance, meaning that current dynamics may lead to disengagement (Harter et al., 2002).
4. Innovation and Creativity: While there is potential for creativity, the inability to collaborate efficiently diminishes the team’s ability to innovate effectively (Cummings & Oldham, 1997).
Consequently, Ann needs to bridge the gaps in these areas to ensure that her team can serve as a competitive advantage for the department. By focusing on team building, clearer communication, and strategies that increase engagement, she can transform her human resources into a formidable asset.

Conclusion

In summary, Ann Wood's day presented numerous challenges, and her management approach reflects missed opportunities for improvement. From addressing interpersonal conflicts to fostering a high-involvement management style, there is significant room for growth. Furthermore, her team currently lacks the characteristics necessary to serve as a competitive advantage. By proactively addressing the outlined concerns and cultivating a more engaging and empowering environment, Ann can better leverage her team’s potential for future success.

References

1. Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
2. Buchanan, D. A., & Huczynski, A. (2020). Organizational Behavior (10th ed.). Pearson.
3. Cummings, A., & Oldham, G. R. (1997). Enhancing creativity in organizations. California Management Review, 40(1), 22-38.
4. Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
5. Fisher, R., & Ury, W. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
6. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
7. Kaplan, R. S., & Norton, D. P. (2001). The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business Review Press.
8. Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
9. Macky, K. J., & Boxall, P. F. (2008). The relationship between high-involvement work processes and employee outcomes. The International Journal of Human Resource Management, 19(4), 813-835.
10. Martı́ns, M. R. & Terblanche, F. (2003). Building organizational culture that stimulates creativity and innovation. European Journal of Innovation Management, 6(1), 64-74.
11. Macan, T. H. (1994). Time management: Test of a process model. Journal of Applied Psychology, 79(3), 381-391.
12. Robinson, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson.
13. Wagner, R., & Harter, J. K. (2006). 12: The Elements of Great Managing. Gallup Press.
14. Zenger, J. H. & Folkman, J. (2012). The Extraordinary Leader: Turning Good Managers into Great Leaders. McGraw Hill.