BMAL 501 Case Study Assignment Instructions

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BMAL 501 Case Study Assignment Instructions

OVERVIEW

This assignment will allow students to discuss how leadership styles, management styles, and types of power might affect the success of an organization. The following once stable organization (RST) has recently reversed direction and is now struggling to survive. Students are being asked to review some of the organization’s data from the past several years and recommend some changes that might reverse the negative trends in the metrics provided in the Excel spreadsheet.

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History

RST Carports was founded in 1980 as a private Midwest small business company. The business includes a 600,000 square foot building with office space to support its management. The business is in Albany Indiana and initially produced and installed 4 versions of carports which was gradually increased to 48 versions over the years. In 2000, the business ventured into the metal roofing business and began manufacturing and installing 18 varieties of metal roofing from the same facility in Albany. The company was profitable every year from 1981-2017, only losing money in its initial year of existence. The company used a pull system to control inventory, used the Seven Quality Tools and Seven Management Tools to solve 90% of their problems, and used Six-Sigma and Shainin Red -X Problem Solving to solve their complex problems. All of the Executive Managers were Six Sigma Blackbelts certified by ASQ.

In July 2017, Jerry Jones, the President, and private owner of the very successful business sold the company to WXY Corporation, a large competitor, for $60.8M. WXY elected a new Divisional Manager from its corporate office, Art Anderson, to replace Jerry Jones the week after the sale. Anderson immediately brought in a WXY SWOT team to make a one-month assessment of the RST management and working employees and to review its methods of operation.

Structure Changes

One month after the sale, Art Anderson elected to change the RST management structure, reducing over 50% of the executive management positions, approximately 40% of the middle and lower level manager positions, and 30% of the employees who performed the manufacturing and installation work. All management employees were forced to take a 20% reduction in pay, and working employees were forced to take a 10% reduction. Many of the original RST executive management team elected to retire immediately. Gone were CFO- Dan Demis, Operations Manager- Larry Lange, Engineering Manager- Andy Andrews, Maintenance Manager- Bob Bex, and Materials Manager- Carl Candle. The Quality Manager, Earl Engle, quit shortly after the takeover and moved on to a competitor for a higher-paying job.

The CFO and HR Manager positions were consolidated into one position. The CFO manager retired, and the HR Manager quit. The Materials Manager and Purchasing Manager positions were also consolidated; the Materials Manager retired, and the Purchasing Manager quit. The Engineering Manager and Maintenance Manager positions were also consolidated, and both managers retired. The IT Managers position was eliminated, and that service was transferred to Corporate office at WXY. The Information Technology Manager was offered a lower paying job at Corporate, and elected to quit. Anderson acquired replacements from Corporate office.

 

Worker Morale

In January 2018, the disgruntled working employees asked for the United Steel Workers Union to attempt to step in and help organize the non-management employees into a union because of the numerous safety problems and the reductions in pay they were forced to take after the takeover. There were several employee meetings between the Steel Workers Union and the 200 workers who manufactured and installed the products throughout 2018 and 2019. While waiting on the Steel Workers Union to negotiate with management on forming a union, several other working employees also retired or quit. One of the problems that RST was going through was having lost much of the expertise in the management and employee worker ranks after the takeover. Due to a lack of experience in key areas, there was an increase in accidents, increased quality problems in manufacturing with misfits and missing parts in kits going to the builders in the field, and absenteeism increased significantly. There were several quarrels between management employees, management employees and workers, and workers and workers. The once collaborative group of individuals who had collaborated effectively for several years had become combative after the takeover.

Management Morale

Unfortunately, the workers were not the only ones who were affected. As can be seen in the management overtime chart, the management employees were now being required to work 60-hour weeks with no pay for overtime, which they had received pay for before the takeover, but with minimal overtime hours. Bickering between the quality manager and operations manager had increased due to the declining quality levels of assembled units. The reduced quality had a direct correlation with the rescinding profit margins. The Engineering Manager was arguing with the Purchasing manager for changing venders to secure lower prices (with lower quality) from new suppliers (current WXY vendors) who had replaced metal rolls from their previous suppliers. Problems with rust, holes, mismatches, and cracks were the main problems, and the thicknesses of the metal sides and roofing varied out of specification, with mounting holes also being off location causing re-drilling and leaks through off-center existing holes. The new Operations Manager, 36 year-old David Davis (who was handpicked by the Divisional Manage, Art Anderson to implement all the changes) conflicted with most of the other managers because of the eroding performance of the company over the previous 2 years. Unfortunately, most of the previous managers who were qualified Six Sigma Black and Green Belts were no longer employees, so solving for these complex problems did not happen. It was a constant fire drill trying to sort and contain defective materials.

Worker Overtime

Because of the drastic reductions in the number of working employees, the remaining employees seldom received a weekend off, and without the union they were asking for, some were fired when not showing up on the weekends. This resulted in a continuous revolving door of new employees being hired, which resulted in more injuries to workers and increased quality problems with all products. This was one of the main complaints that employees addressed with the Steel Workers Union.

Training

Most training programs were eliminated, and the training function handled by the previous HR Manager, Olga Older, was transferred to WXY Corporate training. The prior requirement of 48 hours per year training for each management and working employee was reduced to 2 hours of diversity and sexual harassment training annually for all employees. The previous two-day orientation training program for new hires was eliminated and new employees were sent to jobs with 4 hours on-the-job training with current workers on the job. This was another main complaint that employees addressed with the Steel Workers Union.

Years of Service

As can be seen in the spreadsheet, there were many management employees with more than 30 years of experience in their positions who elected to retire. Many of these employees were replaced with other employees selected by WXY corporate to fill these positions. The years of experience of the new management employees appear to be significantly less than those who left.

What Needs to be Done?

Finally, after the first 4 months in 2020, the CEO of WXY hired W2 Solutions Consulting Company to go into the RST company and determine what needs to happen. W2 Solutions is a consulting company that investigates organizations’ management structures, management culture, worker culture, reengineering, future viability and closures, and makes recommendations on whether a company is salvageable. As an employee of W2 Solutions, your job as the student, will be to review all the data listed in the spreadsheet, complete interviews with all managers (the spreadsheet information will be used as if you interviewed these management employees and determined experience level, management style, leadership style, and power type, which is listed in the spreadsheet), and determine what changes are necessary to return the company to the levels of profitability it had achieved from 1981-2017, if possible.

Please use the 6 charts, and the experience levels, the traits of the managers concerning management style, the leadership style, and type of power used to help you make your decision on what structural changes might be possible to save this company. By reviewing the management styles, power structure, and levels of experience, and the six Excel spreadsheets, please come up with a Pareto list of three recommendations that might be beneficial in turning the company around to its past performance achievements.

The decision to shut RST down might be feasible, but you should be able to use some of the things you have learned thus far in the course to make changes to salvage a company that was profitable for 36 years before going into this 3-year slide.

Things to Consider

1. How is the experience level different between the 1980-2017 management group and the 2018-2020 group?

2. How do the Leadership Styles differ between the two groups and within the groups?

3. How do the Management Decision Styles differ between the two groups and within the groups?

4. How do Power Types differ between the two groups and within the groups?

5. What possible changes between 2018-2020 happened that could cause a very profitable company for 37 years to be unprofitable within a couple of years.

6. How did the previous management and leadership styles between the managers who ran the company from 1980-2017 compare and conflict with the 2017-2020 management team?

7. How did the reductions in force of the management and working employees affect the company’s profitability? Did the company achieve the expected results with the employee workforce reduction plan that had been recommended to the new President?

8. Set up a Pareto analysis of the three most important things that need to happen to bring RST back to profitability. Use a Microsoft Excel bar chart to develop your Pareto chart and paste it into your MS Word document.

 

 

INSTRUCTIONS:

For this assignment, the student will write a 1200–1500-word assessment in APA format of their findings and recommendations for improvement at the RST Company and the reason for each recommendation. Each recommendation should be supported by the research that they have found.

 

There will be a title page required, but no abstract. Write at graduate-level quality.

 

 

 

 

Perform academic research through the LU Online Library by selecting four scholarly/peer-reviewed journal articles that have been published within the past 5 years and the Satterlee text. Materials/articles that are embedded in the course may be used, but do not count as one of the required scholarly/peer-reviewed sources.

 

 

 

Integrate a minimum of one biblical principle that relates to one or more of your concepts. Listing a Bible verse alone is unacceptable. Provide a verse or biblical principle and elaborate how it relates to your topic and today’s current culture. Only scripture from the Bible’s Old and New Testaments are allowed. Other sacred texts should not be used for the purposes of biblical integration in this course.

Using the information above and the included bar charts, determine what needs to happen to return this company to its past success.

 

The following headings should be used to complete the assignment:

Title page (see the template at the Writing Style Guides link in the course)

RST Carports and Metal Roofing (this is your introduction)

Experience Levels of Employees

How Leadership Styles Could Have Affected the Change at RST

How Management Decision Styles Could Have Affected the Change at RST

How Types of Power Could Have Affected the Change at RST

A Pareto Analysis of the Three Main Problems That Could Have Affected the Change at RST

Recommendations

Biblical Integration

Conclusion

 

 

References

References must include:

· Four scholarly peer-reviewed journal articles that have been published within the past 5 years

· Satterlee text

©W2 Solutions, LLC 2

 

 

 

Personality Assesment

 

James W. Bland III

School of , Liberty University

 

 

 

 

 

 

 

 

Author Note

 

I have no known conflict of interest to disclose.

Correspondence concerning this article should be addressed to . Email:

 

Abstract

Studies show that there are sixteen work personalities. Those personalities are known as the type of table, which the Publisher wrote, Consulting Psychologists Press, Inc. Palo Alto, Ca 94303. It shows how important it is to know identify your work type for a healthy, happy, and fulfilled work environment for yourself and others.

Keywords:

2

 

PERSONALITY ASSESSMENT 2

 

Introverts, extroverts, sensors, intuitive

 

 

 

 

 

Personality Assessment

Part 1: Jung and Briggs Myers personality results analysis

           My personality test based on Jung and Briggs Myers typology indicated that I have an INTJ (introverted (38 percent), Intuitive (19 percent), thinking (6 percent), and judging (25 percent) type of personality. My results indicate that I have a moderate preference for introversion over extroversion. I have a slight preference for intuition over sensing, a slight preference for thinking over feeling, and a mild preference for judging over perceiving. As INTJ, my primary mode of living is known to be focused intrinsically; I take things and decisions based on my intuition. My secondary way of living is external, where I deal with situations rationally and logically. INTJ is known as masterminds; they live in a world of ideas and plan strategically rather than following their emotions. I value competence, intelligence, and knowledge as an INTJ person, and I have similar expectations to other people I work with currently and in the past. Since I am more of an introvert, I channel my energy into observing the world to generate potential ideas and possibilities which may turn out to be innovative. According to David Keirsey, a psychologist, and developer of the Keirsey Temperament Sorter, nearly 1 to 4 percent of the world’s population has an INTJ personality type. Keirsey’s four temperaments are better known as their subdivided sixteen kinds of personalities. The four-character types, according to Keirsey. The sixteen personality types include guardians, Artisans, Rationales, and Idealists; there are four personality types (Daniel, 2017).

I-introverted

           Because I am more introverted at 38 percent, I am less likely to interact with others and share my ideas. I spend much of my time on my mind thinking about new ideas and how to plan strategically. As a result, I usually have little interest in the thoughts and feelings of other people.

Therefore, other people will perceive me as a reserved person who is often isolated and less likely to share ideas. However, I am open to welcoming ideas from other people that I perceive as critical and logical since my primary focus as an INTJ person is to uncover innovations. As an introvert, I prefer working by myself ad strongly prefer solo work to group work. People find it hard to know me because I see little value in social events such as partying and small talk and thus making it difficult for people to get to know me. As a result, I have reserved interaction with a small circle of friends and family members.

           A person with INTJ personality traits tends to have difficulty establishing intimate solid relationships. I find it hard to show affection to other people. I do not feel the need to express appreciation to other people. People in a romantic relationship with an INTJ person may feel as they are not loved due to the type rarely showing respect. They are less likely to give positive support and praise as other partners desire, which I know significantly demonstrates in my personality (Daniel, 2017). I do not find it necessary to keep praising my partner, and I rarely use words of affirmation to other people, which makes them think that I am not romantic. In terms of career, I have great interest and passion in pursuing what I live to become more skilled and knowledgeable in my field of study. I have high expectations, and I see it as my responsibility to become the better version of myself.

I -Intuitive

           Based on the personality test, my score for intuition was 19 percent. As an intuitive person, I slightly prefer intuition over sensing. I tend to rely on imagination on the potential outcomes rather than sense. I am more focused on tangible facts and more specific results. I tend to discuss and assess different views and options of what the world would look like in the future. I am interested in the future rather than the current moment. For example, I would like to think of where I will be in five years and how that will influence my personal and professional growth. In addition, I tend to exercise my imagination to seek new ideas and possibilities.

T-thinking

           I have a slight preference for thinking over feeling. According to Keirsey’s four temperaments, my INTJ personality falls under the rational category as a mastermind. Masterminds are planners, self-confident, systematic, utilitarian, willful, and ingenious (Keirsey, n.d). Under planning, they understand the logical outcomes of each move, and their decisions do not influence by the current situation but the consequences of the action. They quickly understand how a particular decision affects the next step. They foresee what will be the outcome of the present action. In addition, masterminds are self-confident and thus quickly make decisions because they believe in their intuitions and knowledge. When it comes to making decisions, I rarely waste time because I am self-confident that I am making the right decision. I have unparalleled certainty of my ability to overcome barriers and achieve excellent outcomes.

Furthermore, INTJ’s personality confronts challenges head-on and acts as a stimulant for the mastermind to dig deep to uncover innovations. INTJ personality follows a systematic approach to a problem. In addition, a mastermind believes that every situation exists for a reason, and thus every issue must have a solution. They are interested in using ideas and their utility in reality, not merely concerned about the pictures.

           NTS value knowledge and competence over everything else and seek to make sense of the world around them so that they can help improve it. However, they are not generally interested in taking care of details but instead are focused on seeing the big picture, discovering ideas, and recognizing patterns. Other people may find a person with an INTJ personality as a rigid person because they are committed to implementing their ideas. Other people may find it hard to understand a person with an INTJ personality.

J- Judgment

           From the personality test, I score 25 percent in judgment. This score implies that I prefer judging over perceiving. For example, I like gathering information from the external world and analyzing it to gather new insights to make informed judgments rather than perceiving a situation.

Part 2: Relationship of various personality types at work

           The Myers-Briggs Type Indicator (MBTI) is a practical framework that shows how different personality types work together. A workplace cannot be effective with too many people sharing the same personality. The workplace will not be effective because there are too many of the same character traits, and they do not benefit from different input from people with other character traits. For example, INTJ people are all rational masterminds and not input from a person with ISTP personality traits. An organization with an accurate mixture of different personalities will perform better if it has idealists, rationalists, guardians, and artisans. All these personality types interact to bring out the best results. For example, ENFP personality types are regarded as imaginative motivators, while ENSTJ personality types are considered efficient organizers (Thompson, 2022). As a result, a company needs efficient organizers and creative motivators to perform to its full potential. If an organization only has employees with ESTJ personality type, it will have a workforce full of efficient organizers.

However, unfortunately, it will be missing employees with ENFP personality types who are imaginative motivators. Different personality types bring various talents and ensure the team generates a broad spread of ideas and solutions. However, with team members having diverse personality traits can be hard to synchronize the differences into something that can work for the better of the company. However, it is not impossible if all team members respect the boundaries of others. For example, if a person is an introvert and prefers email, approaching their workstations may make them uncomfortable (Kroeger, Thuesen & Rutledge, 2009). It is also imperative to come to people with different personalities in different ways. For example, guardian types prefer facts and patience. Therefore, it is essential to approach the points and have plenty of time for them to make decisions.

           Based on the personality test results, I have learned the impacts that my personality type, both positive and negative, can have on an organization. One of the traits I have a person with an INTJ personality type is that I can easily make a decision because I can project the future outcomes, and thus, I am confident with the decision I make. I can predict how the future will unfold, and therefore, I can make strategic decisions for an organization that will place the company in a better position. As a mastermind, I am driven to achieve the result and always watch the long-term consequences of a given action. Therefore, I am now better positioned to avoid decisions that may have adverse outcomes for an organization. INTJs are about strategy, and organizations are about strategic planning. As an INTJ, one of my biggest strengths is strategy. I approach situations in terms of problem-solving by looking at the bigger picture and the outcome of a given case. Businesses miss out because of a lack of visionary leaders who can strategize effectively (Kroeger, Thuesen & Rutledge, 2009). In addition, as an INTJ, I am independent and have self-confidence about myself. Self-confidence helps a leader take more bold moves that can take the organization far ahead. However, one of the weaknesses of INTJs is that they like working in solitary; this can be a disadvantage, especially for projects that require teamwork. I prefer working on projects alone. However, it can be hard when I am supposed to team with other employees to complete a task.

 

References

Kroeger, O., Thuesen, J. M., & Rutledge, H. (2009). Type talk at work (revised): How the 16 personality types determine your success on the job. Delta.

Thompson, J. (2022). How to work with all the Myers-Briggs personality types. https://www.atlassian.com/blog/leadership/every-myers-briggs-personality-type

Keirsey. (n.d). Learn about the rational mastermind. https://keirsey.com/temperament/rational- mastermind/

Daniel. (2017). Keirsey temperaments. https://www.personalityclub.com/blog/keirsey- temperaments/

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