Take Home Exam Spring 2015 Final Version

Topics: Sales Pages: 6 (1259 words) Published: April 20, 2015

Take-home EXAM
5 pages (including this)
*********************************************************************** Exam is available on Fronter from Monday April 20, 8:00am to Thursday April 23, 9:00am. Deliver two paper copies of your final report and one copy of “Reflections” to HBV reception by April 23, 9:00 am. This exam is graded from A (excellent) to F (failure) and accounts for 40% of your course grade. Each group gets one grade. Hand in your paper with candidate numbers only. ********************************************************************** Supervision:

There is no direct supervision during the exam period although you can contact Martha Kjølseth (mkj@hbv.no) with questions about exam practicalities. Report requirements:
●Answer in either written Norwegian or English
●Limit is 10 pages, not including:
Front page
Table of contents
Suggested Format (see Fronter for cover page):
● Line spacing 1.5 and font Times Roman 12.
● Insert page numbers.
Include these sections:
• Introduction
• Case presentation (brief and own words)
• Discussion
• Conclusion
• References
Make your own assumptions if you feel the case lacks information. Make sure you describe your assumptions. The Case of Chris Cunningham

Elizabeth Stover was the president of Stover Industries, an amalgamation of several small companies in the electrical parts industry. She and her husband had inherited part of the group from her father-in-law, and Stover, an engineer, elected to run the company while her husband pursued a separate career as a dental surgeon. In addition to the inheritance, Stover had purchased three other companies to create the present Stover Industries. Only 31 years old, Stover was a dynamic individual, full of ideas and drive. In the period of one year, she made Stover Industries into a profitable organization known for its aggressiveness.

Stover integrated the four companies into a unified organization by merging the individual management groups into one unit. Some individuals in each organization lost their jobs at the time of purchase, and, in other instances, executives of the newly purchased companies resigned because of difficulties in working for such a young and driving boss. The four plants continued as individual manufacturing units of the company, and together employed approximately 475 production workers.

Problems arose in integrating the sales staffs, because the original companies had competed with each other, and, the sales clerks had overlapping territories. This was gradually being worked out; but the salespeople were permitted to keep their own pre-existing customers, which made it difficult to assign exclusive territories to each salesperson. The sales staff included 17 sales representatives and the director, who had been with the original Stover company as sales manager. He knew Elizabeth Stover well and was a trusted lieutenant, but served as little more than formal head of the sales force. He devoted most of his time and energy to routine direction and coordination of the sales team. Stover herself provided the active leadership.

Stover herself hired the 18th and newest sales representative, Chris Cunningham, who had been one of Stover’s college classmates. Cunningham shared some of Stover's drive and enthusiasm to succeed and soon justified Stover's choice with a sensational sales record. Despite this sales success, Cunningham represented a thorny problem for Stover. She described the problem in the following fashion:

“I hired Chris because we knew and admired each other in our college days. Chris was always a leader on campus, and we had worked well together in campus affairs. Chris was just the kind of person I wanted in this organization--a lot of drive and originality, combined with tremendous loyalty. The way I operate, I need a loyal organization of people who will pitch right in...

References: go, then, there is a real danger to my organization. My executives will think I have approved of Chris’s behavior, and they will transfer their dissatisfaction to me. I certainly cannot
afford that (Bolman and Deal, 2013).
Reflections about Group work
Please reflect on the strengths and weakness of your group work in BORG1050 Org/Led Spring, 2015
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