Assignment
Martha Rinaldi: Should She Stay or Should She Go?
Part 1
1. How did Rinaldi get into this mess?
2. Could she have done anything differently?
3. What should she do now? Be specific.
4. Identify the interdependencies among the relevant parties. Who is dependent on whom and for what? Whose cooperation is needed? Whose compliance?
5. Determine the sources of power of the relevant parties.
6. Analyze the relevant differences (in terms of goals, values, stakes, and working styles) among the interdependent parties. What are the underlying factors that have created or are reinforcing those differences (e.g., differences in career backgrounds, incentive plans, information)? How might these differences lead to other assumptions or perceptions about the current situation? Around what issues can you expect conflict?
7. Analyze the broader context. How much potential for political conflict exist?There are usually clusters of interests within organizations: Where are the major alliances? The major rivalries? Are there any precipitating factors (in this regard, it is especially important to consider any areas in which the organization is undergoing major changes)? Are there any prevention factors (make sure to consider the organization's culture)? How are key players likely to respond to conflict? Will their response most likely lead to constructive or destructive consequences?
8. Periodically update the diagnosis. Power dynamics are just that-dynamic.
Additional Questions (Diagnosis)
1. What is Follet's contribution? What is going on with her?
2. What is Vaughan's contribution? What is going on with him?
3. What is Rinaldi's contribution?
a. Why is Rinaldi behaving this way?
b. Did Rinaldi deserve the performance appraisal from Follet?
c. How would you describe Rinaldi's influence style? What influence tactics did she use?
d. What are Rinaldi's sources of power?
e. What were the critical events or "choice points" Rinaldi encountered over her six months at Potomac Waters? What could she have done differently?
Part 2
1. Did Parker respond to complaints made by female employees of Nike out of an ethical concern or as a reputation management strategy?
2. Why did the HR department at Nike fail to respond to the harassment issues? Does Nike's HR department have an opportunity to improve?
3. Why did gender discrimination take place more at the senior level at Nike? Why is this significant? Why is it important to resolve this issue? Explain in the context of Nike.
4. What is severance pay? Why did senior executives like Edwards receive generous compensation packages, even when they resigned amidst controversy?
5. What is workplace harassment? Was there a clear legal case for workplace harassment at Nike? If not, should Parker have let the executives go, resulting in a loss of talent?
Part 3
1. What are Sherry Hunt's values and motivations in this case? Do you share these values and motivations? How important (from the perspective of both personal well-being and organizational effectiveness) do you think it is for organizations to allow and encourage employees to voice their values and live their values in the workplace?
2. If you were Hunt at the end of the case, what course of action would you pursue? What person or what entity would you tell, how (E.g., by email, in person), and why? Be mindful of what motivates different stakeholders and therefore the resistance with which they may respond.
3. Draft a short script of what you would say to that stakeholder that considers the promising arguments or action levers you might use in response to potential pushback.
Part 4
1. How does the Hart Schaffner Marx autism employment program work? What are its critical components? What principles have guided the development of the program?
2. What business benefits does the program provide? To whom? What are the social benefits? What does this example teach us about the alignment between business and social benefits?
3. How should Williams and Geslak further extend the program? Hows should they deal with the challenges to expanding the program that have emerged?
4. What broader lessons about managing people and/or talent can we derive from this example?
5. How does the Hart Schaffner Marx autism employment program differ from other programs you have researched?
6. How does this other program work? What are its critical components?
Format your assignment according to the following formatting requirements:
1. The answer should be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
2. The response also includes a cover page containing the title of the assignment, the student's name, the course title, and the date. The cover page is not included in the required page length.
3. Also include a reference page. The Citations and references should follow APA format. The reference page is not included in the required page length.
Attachment:- Case-Study-Analysis.rar