First question’s answer:
In the above case study Paul should have portrayed himself as an effective leader within his department this is because as the case study cites imperative problems firstly the department has been changed to a capital incentive workstation that has lead to a decrease in productivity and quality consequently leading to defective products and customer dissatisfaction, poor infrastructure of the workstation, in adequate training lack of financial incentives and furthermore low morale of the workers. Paul as a manager should have discussed the proposal properly and should have taken corrective actions before finally putting the idea into operation that has lead to such devastating results. The actions Paul could have taken after the implementation of the idea, to prevent such complications was firstly proper training that could have given the subordinates proper instructions to operate the workstations effectively, training is an essential part of the job that has to be provided adequately to the workers in order to increase quality productivity and leads to a boost in the workers efficiency as well as skills and knowledge. Most importantly customers are the blood life of an organization they are the main source of revenue generation. Thus fulfilling their needs should be the main objective of the whole organization Paul however, should have done some research and taken the customers articulate on the implementation of this idea. Motivation is the reason why workers work effectively for the organization, Paul as a manager should have provided financial incentives or fringe benefits in order to increase the morale of the workers so that the productivity augments. Moreover, as a manager Paul should have known that the workers would disregard the use of workstation as it leads to a loss of jobs thus economic stability is what working population aims for Paul as a leader should have kept this in consideration before the implementation....
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