Martha Macaskey
1. As Martha McCaskey, what is your plan of action for finishing the Silicon 6 project? Please map out your detailed plan of action. Alternative #1 Ask Chuck Kaufman, the senior associate to do it instead This is a better option because he is a professional in terms of this type of work, he feels a personal obligation to do it for his managers and managing the overall project is preparing McCaskey for her promotion and the type of work she would encounter there. For finishing the Silicon 6 project- I plan on hiring Chuck Kaufmann to complete the job that I already started. All he had to do was meet with Devon and get the required information that the client company is requesting (the cost structure) I would then pay Devon the premium $7000 consulting fee. When going with the idea that you are setting up your own manufacturing facility- ask questions for how much chips are needed, what their costs are, what all equipment you need etc.
2) What is troubling Martha McCaskey? Do you agree with her assessment of the situation? Many things in the organization trouble Martha. -Starting with the views of the senior managers -Her manager was very laid back and so there was no clear set of rules for people who worked beneath him. -The organization itself had no defined rules or policy standards to follow so this gives individuals a lot of role ambiguity and they cant differentiate between what is right or wrong -Work overload and huge performance expectations, created burnout for many employees and therefore retention rate dropped significantly -Dual project assignment became a standard, She failed to speak out after the first standard was set and this led to senior management thinking it was okay, she needs to be more assertive * Not much acknowledgement of employees- lowers organizational citizenship behavior, no communal feel to the workplace * Growing resentment for the firm and its bonus
2) What is troubling Martha McCaskey? Do you agree with her assessment of the situation? Many things in the organization trouble Martha. -Starting with the views of the senior managers -Her manager was very laid back and so there was no clear set of rules for people who worked beneath him. -The organization itself had no defined rules or policy standards to follow so this gives individuals a lot of role ambiguity and they cant differentiate between what is right or wrong -Work overload and huge performance expectations, created burnout for many employees and therefore retention rate dropped significantly -Dual project assignment became a standard, She failed to speak out after the first standard was set and this led to senior management thinking it was okay, she needs to be more assertive * Not much acknowledgement of employees- lowers organizational citizenship behavior, no communal feel to the workplace * Growing resentment for the firm and its bonus