Bobs Meltdown Case Analysis - 1471 Words

Q.1 – Briefly describe the dilemma presented in this case study. Who are the key players and what are some of the antecedents that have led to the present problem? Ans. When the best manager, takes certain actions which go against the core values of the company, it becomes really difficult for the management to make a fair judgement. They are stuck in a dilemma of what would be a better judgement. As a leader, it is very important to be fair and impartial to your team members. And so is the dilemma presented in the case, Bob’s Meltdown, Nicholas G. Carr. The key players in this case are1. Annette Innella 2. Robert Dunn 3. Jay Nguyen Annette Innella is the Vice President, Knowledge Management at Concord Machines. She was recently hired by†¦show more content†¦He is in a huge dilemma and feels he might be held accountable for the current problem. The antecedents that might have lead to the whole scenario are1- Bob has been under a lot of work pressure, as a quart er million had been taken out of his budget, and he had to travel very often for work purpose. 2- Jay did not give Annette a proper orientation to the company, and its culture. He should have also introduced her to all the VPs and other important personnel of the company. 3- Bob was facing certain problems in his personal life, which triggered his anger. 4- Bob was being be threatened by Annette’s new ideas. 5- Annette did not use a proper communication channel. 6- Jay lacked communication skills. 7- Jay is not a good leader. He was very ambivalent. He did not have his fundamental objectives well stated, and did not communicate his concerns to the employees senior managers. Therefore, all these incidents summed up, and lead to the present problem. Q2. Describe the corporate culture of Concord machines. Is the corporate culture of the company in any way linked to the ethical dilemma presented in the case? Explain. Ans. The corporate culture of Concord machines can be best described using the Douglasian Cultural Framework (1970), given by Mary Douglas. According to DCF, culture can be classified using two social dimensions: group and grid. The horizontal group axis representsShow MoreRelatedManagement Department At Concord Machines1650 Words   |  7 PagesAnnette became speechless as Bob starts ranting about how she does not know anything about Concord Machines and she’s ruining the company. Before he rushes out of the cafeteria he throws his plate into the wall making an awful mess. On account of Bob’s ridiculous stunt, Annette lost her appetite. Alex knew it was best to kindly escort her back to her office. While in her office, she speaks with Nathan Singer, the head of HR and eventually received a call from the CEO after word got back to him.Read MoreCase Commentary10898 Words   |  44 PagesUniversity College Cork Review www.ucc.ie Case commentary provided on: Do Something-He’s About to Snap by Eileen Roche Big Shoes to Fill by Michael Beer Bob’s Meltdown by Nicholas G. Carr We Googled You by Diane Coutu When Steve Becomes Stephanie by Loren Gary and Brian Elliot Moonlighter by Bronwyn Fryer Micromanager by Bronwyn Fryer All the Wrong Moves by David A. Garvin Riding the Celtic Tiger by Eileen Roche The Best of Intentions by John Humphreys Steve Carmody HumanRead MoreAccounting12472 Words   |  50 PagesErnst Young â€Å"Business Leaders of Tomorrow† Case Contest Bigg Glowbell (BG) Case Study Table of Contents Table of Contents ................................................................................................................................................ 1 Assignment Background .................................................................................................................................. 2 Bigg-Glowbell Overview ..................................................Read MoreProject Mgmt296381 Words   |  1186 PagesLeadership Chapter 2 Organization Strategy and Project Selection 1.4 Projects and programs (.2) 1.4.1 Managing the portfolio 1.4.3 Strategy and projects 2.3 Stakeholders and review boards 12.1 RFP’s and vendor selection (.3.4.5) 11.2.2.6 SWAT analysis 6.5.2.7 Schedule compression 9.4.2.5 Leadership skills G.1 Project leadership 10.1 Stakeholder management Chapter 11 Teams Chapter 3 Organization: Structure and Culture 2.4.1 Organization cultures [G.7] 2.4.2 Organization structure