Webster Industries

The Webster Industries Case suggests that the performance evaluation data and the methodsused to collect it had several problems. Analyze how the limitations of the PAS, personnel audit,and the impressions and opinions of the group members are likely to affect the Carter Teamsdecisions from the perspective of decision-making biases. In your analysis, cite specific problemswith the data or data collection methods and how they relate to the decision-making biases thatwe discussed in class. This question focuses on how the content of data and they process bywhich it was guantified, collected and organized in a firm can raise the probability thatmanageers and the Carter team will inadvertently use cognitive biases when appraisingemployees. Note: do not analyze the team decision processes.2. Part A: Analysis Catrters team from the perspective of building a network that can successfullyhandle diverse, multi-dimensional problems. In addition, analyze Carters leadership of the teamwith regard how his team reviewed the performance data and settled on a termination list. UseHenry Fonda as a benchmark for good thought leadership and problem-solving in teams. Justifyyour analysis with reference to class material and with evidence from the case regarding specificproblems.Part B: Describe three changes you would recommend in the teams network structure or groupprocesses to overcome the problems you identified in Part A. Justify your recommendationswith class material.3. Imagine you are the Greenboro Plant manager. You just received a call from Abe inviting youto a meeting to discuss the new layoffs at Webster. Caught off guard by the invitation and thepending layoffs, you make some discrete calls and learn some alarming facts. The HomeFurnishings Production Manager is being terminated; Industrial Furnishings is taking control of Home Furnishings; 43 terminations were earmarked by Abe but 47 terminations are on Carterslist; and your plant is targeted for a