research
Test 1
MNGT 4500 Fall 2014
Please note: I know the cases are longer than typical test questions, BUT the answers don’t have to be. These are like the exercises in class. I give you the context of the problem, but the answers are much shorter. Let me know if you have any questions.
1. Jenny Folsom is the manager of a group of marketing specialists. She has good relationships with most of her team except Connie Perez. Jenny is on the verge of letting Connie go. Connie just cannot seem to live up to Jenny’s expectations. Over the past year, Jenny has talked to Connie several times, but Jenny has seen no improvement. Connie believes she is trying to do the things that Jenny asks.
Jenny has presented her problem to the Employee Development specialist in the Human Resources Department. She relayed her concern about Connie getting too bogged down in details. She feels that she gives Connie clear objectives for the projects she works on. However, when she talks to Connie about her progress, she finds that Connie is buried in some minor issue, getting all the information that she can and talking to other people about issue. She admits that she loses her temper at times. This is an example of one of her conversations with Connie.
Jenny: Connie, I’m glad you are trying to be thorough, but we have to move along to other projects. You always try to get every piece of information, but that is not possible.
Connie: I don’t always do that. There are just some projects that I’m not sure how the result will look. I feel that I need to get all the information I can.
Jenny: I give you the main thought behind the project. Can’t you understand the big picture? Does everything have to be spelled out?
Connie: Well, no. I didn’t think that’s what I was doing. Also, the projects end up being implemented by the team, so I thought their input would make that easier in the end.
Jenny: If I wanted others involved, I would have put them on the project. You
MNGT 4500 Fall 2014
Please note: I know the cases are longer than typical test questions, BUT the answers don’t have to be. These are like the exercises in class. I give you the context of the problem, but the answers are much shorter. Let me know if you have any questions.
1. Jenny Folsom is the manager of a group of marketing specialists. She has good relationships with most of her team except Connie Perez. Jenny is on the verge of letting Connie go. Connie just cannot seem to live up to Jenny’s expectations. Over the past year, Jenny has talked to Connie several times, but Jenny has seen no improvement. Connie believes she is trying to do the things that Jenny asks.
Jenny has presented her problem to the Employee Development specialist in the Human Resources Department. She relayed her concern about Connie getting too bogged down in details. She feels that she gives Connie clear objectives for the projects she works on. However, when she talks to Connie about her progress, she finds that Connie is buried in some minor issue, getting all the information that she can and talking to other people about issue. She admits that she loses her temper at times. This is an example of one of her conversations with Connie.
Jenny: Connie, I’m glad you are trying to be thorough, but we have to move along to other projects. You always try to get every piece of information, but that is not possible.
Connie: I don’t always do that. There are just some projects that I’m not sure how the result will look. I feel that I need to get all the information I can.
Jenny: I give you the main thought behind the project. Can’t you understand the big picture? Does everything have to be spelled out?
Connie: Well, no. I didn’t think that’s what I was doing. Also, the projects end up being implemented by the team, so I thought their input would make that easier in the end.
Jenny: If I wanted others involved, I would have put them on the project. You