You are the head of HR and the leaders of your organization just approached you to restructure the sales team. Currently there are four Divisional Vice Presidents that oversee 15 District Managers each. Moving forward, there will be two Divisional Vice Presidents with three Regional Directors reporting to each of them. Every Regional Director will oversee 10 District Managers. Refer to the Organizational Chart for a visual representation of the current and new structure. Write a 700- to 1,050-word memo to the leaders of your organization in which you complete the following: Recommend the best way to implement the change. Evaluate how to effectively execute your plan.

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You are the head of HR and the leaders of your organization just approached you to restructure the sales team. Currently there are four Divisional Vice Presidents that oversee 15 District Managers each. Moving forward, there will be two Divisional Vice Presidents with three Regional Directors reporting to each of them. Every Regional Director will oversee 10 District Managers.

Refer to the Organizational Chart for a visual representation of the current and new structure.

Write a 700- to 1,050-word memo to the leaders of your organization in which you complete the following:

Recommend the best way to implement the change.
Evaluate how to effectively execute your plan.
Draft a communications plan that explains the reasons for these changes to the organization.

1. Analyze Peter’s use of peer leadership with Dean Minion in terms of the four peer leadership competencies (Assist, Participate, Reflect, Presence).

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1. Analyze Peter’s use of peer leadership with Dean Minion in terms of the four peer leadership competencies (Assist, Participate, Reflect, Presence).

2. What could Peter have done to better influence Dean Minion?

3. What could Dean Minion have done to better influence Peter to abandon his efforts to reorganize his department?

4. What could Peter have done to better influence the faculty that were against his proposed reorganization?

Peer Leadership Case Study – Peer Leadership Influence in Higher Education

The Technology Department was one of the largest and most popular departments at the university. Two of the largest undergraduate programs were housed within the Department and its graduate programs were selective. The Department had a reputation and long history of conducting quality research that had, in years past, provided external funding that the Department used to sustain the robust research interests of its faculty. That funding was almost non-existent now as the faculty pursued their personal research agendas versus pursuing external grant funding in other research areas. Although one of the largest departments, it was increasingly seen as difficult to work with and was perceived as somewhat arrogant by both faculty and staff.

The department head, Peter Helms, was very popular with several senior faculty that he had promoted throughout his tenure as department head, and was viewed favorably by most of the other tenured and junior, non-tenured faculty. However, he had issues with the dean of the college. The issues with the dean had evolved over the years and were ongoing. Most of the issues focused on the dean’s desire to have more outreach programs, to develop an online degree and to pursue more external grant funding. The faculty, especially the department head and senior faculty, were resistant and wanted to maintain the current pedagogy of teaching in the classroom and pursuing their own personal research agendas.

Peter was convinced that the Technology Department needed to change if it wanted to remain relevant in higher education. The name of the department did not accurately represent the curriculum and pedagogy that had evolved over the past 10 years. The research efforts of the faculty enhanced their professional development but was not focused on winning external grants that would provide needed funding to continue research efforts within the Department. The college that the Department was in did not have the funding to support the new technology faculty needed to conduct research that could attract external grants. On top of all these needed changes, the

conflict between Peter and dean was progressing to a critical point.

Peter was focused on renaming the Department and moving the Department to another college within the university to achieve the perceived needed changes. Without knowledge of the dean, Peter began discussions with the dean of another college at the university, exploring the possibility of the Technology Department moving to that college. Without faculty involvement, Peter advanced his talks with the other dean to the point where Peter wrote a white paper outlining the advantages of moving the Department to the other college. Once written, Peter distributed the white paper to the Department faculty with explicit guidance not to distribute the paper outside the department.

The faculty had mixed opinions regarding the white paper. The senior faculty, whom Peter had considerable influence, were unanimous for changing the name and moving the Department to another college. This group also had considerable influence with key university administrators. The other tenured faculty had mixed views as some were for the proposed changes as it could afford them more research opportunities while others were still loyal to the college that housed their tenure. The junior, untenured faculty was afraid to voice an opinion for fear of either upsetting their senior mentors within the department or the college dean, who also had input to their promotion and tenure.

The conflict between Peter and dean reached a critical point when the dean anonymously received a copy of the white paper. Saying he had lost confidence in Peter’s ability to effectively lead the Technology Department, Dean Manion immediately removed Peter as department head and appointed another faculty member as interim chair over the objections of outraged senior faculty.

Removing Peter did not quell the issue, however; the ball had already started to roll. After several months of negotiations and approval by the university administration, the Technology Department split. Approximately half of the faculty remained in the established Department of Technology in Dean Manion’s college while the rest went with the new department, named the Department of Information Innovation, to another college.

Question 1 A company that asks candidates to engage in group discussions, business game simulations, presentations, and role play exercises, so that members of management may evaluate their performance capabilities is probably using this method of selection.

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Question 1

A company that asks candidates to engage in group discussions, business game simulations, presentations, and role play exercises, so that members of management may evaluate their performance capabilities is probably using this method of selection.

Question options:

Selection testing

Stress interview

Assessment center

Group interviewing

Question 2

When various interviewers rate the same applicant differently, this is an example of

Question options:

multiple personalities.

applicant misrepresentation.

interviewer bias.

incompetent interviewers.

Question 3

All of the following topics are open to charges of discrimination except

Question options:

age or date of birth.

previous job experience.

marital status.

person to notify in case of an emergency.

Question 4

During the initial interview, sales managers should not

Question options:

forget to emphasize the earnings potential of the job.

oversell the job to candidates.

let the candidate dominate the conversation.

forget to emphasize job advancement opportunities.

Question 5

Employees, such as salespeople, are a good source of job referrals because

Question options:

if they like someone they’re probably going to be able to work effectively with them.

they meet many other salespeople while making sales calls.

most salespeople have a natural talent for recruiting and selection.

they have a good understanding of the type of person sought for a sales position.

Question 6

A background investigation is generally performed

Question options:

after the initial interview.

before the intensive interview.

after the intensive interview.

after resume screening, but before any interviewing.

Question 7

The purpose of the Fair Employment Opportunity Act of 1972 was to

Question options:

prohibit discrimination based on age, race, color, religion, sex, or national origin.

require that men and women be paid the same amount for performing similar job duties.

require firms to hire and promote handicapped persons if the firm employs 50 or more employees.

found the Equal Employment Opportunity Commission to ensure compliance with the Civil Rights Act.

Question 8

Research suggests that printed advertising material should

Question options:

provide important information regarding the job and emphasize unique aspects of the job.

be distinctive and stand out from others through physical representation or the presentation of unusual information.

focus on job candidates’ needs and interests.

do all of the above.

Question 9

The _______ for salespeople is likely to contain the job title, duties, tasks, and responsibilities of the salesperson.

Question options:

job analysis

job qualifications

job description

job title

Question 10

Potential problems associated with inadequate recruitment and selection include all of the following except

Question options:

inadequate sales coverage and lack of customer follow up.

higher turnover rates.

difficulty in establishing enduring relationships with customers.

reduced capability to evaluate sales performance.

Question 11

Perhaps the most significant managerial problem that can arise from improper recruiting and selection of salespeople is

Question options:

total salesforce performance is suboptimal.

a higher turnover rate.

inadequate sales coverage and lack of customer follow up.

increased training costs to overcome deficiencies.

Question 12

A job analysis is

Question options:

an investigation of the tasks, duties, and responsibilities of the job.

an analysis of the amount of stress inherent in the job.

a rating assigned to a particular job, indicating what grade and salary is appropriate.

an investigation into the job history of the applicant to uncover any fraud or incompetence.

Question 13

Which of the following statements regarding the stress interview is false?

Question options:

It’s designed to put job candidates under extreme, unexpected
psychological duress for the purpose of seeing how they’ll react.

It may create an unfavorable image of the company.

It may alienate some of the better candidates.

It may be a form of discrimination in some cases, in which its use would
make it illegal.

Question 14

_______ is giving the recruit an accurate portrayal of the job.

Question options:

Achieving congruence

Achieving realism

Achieving self-esteem

Achieving accuracy

Question 15

According to the text, which of the following is a disadvantage of using host-country nationals to staff the international salesforce?

Question options:

They need extensive product training.

They involve the highest maintenance costs.

There’s low promotion potential for salespeople.

It’s potentially difficult for salespeople to adapt to new environments.

Question 16

Which of the following is not an advantage of a company-specific job application form?

Question options:

By studying the handwriting of the various applicants, managers can
observe the attention to detail and neatness of the applicant.

Personal information, such as age and marital status which applicants
haven’t included in their resumes, can be requested.

The comparison of multiple candidates is facilitated since the
information on each is presented in the same sequence.

The form can be designed to gather all pertinent information and exclude
unnecessary information.

Question 17

External sources of sales recruits include all of the following except

Question options:

advertisements.

private employment agencies.

colleges and universities.

company newsletters.

Question 18

The second step in the process of recruiting and selecting salespeople is

Question options:

selection.

prospecting.

recruitment.

planning.

Question 19

The purpose of the Civil Rights Act of 1964 was to

Question options:

prohibit discrimination based on age, race, color, religion, sex, or national origin.

require that men and women be paid the same amount for performing similar job duties.

require firms to hire and promote handicapped persons if the firm employs 50 or more employees.

prohibit discrimination against people of ages 40 and older.

Question 20

Determining whether or not the job’s selling tasks will include responsibilities for opening new accounts as well as maintaining existing accounts is part of this step of the recruiting and selection process.

Question options:

Determining job qualifications

Writing the job description

Setting objectives

Conducting a job analysis

In preparation for this discussion, complete your assigned reading, as well as the case study “Benefits for Part-Time Workers” at the end of Chapter 15. Then answer the following questions: What are some factors that Alan should consider when determining whether to offer benefits to part-time workers?

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In preparation for this discussion, complete your assigned reading, as well as the case study “Benefits for Part-Time Workers” at the end of Chapter 15. Then answer the following questions:
What are some factors that Alan should consider when determining whether to offer benefits to part-time workers?
Do you think the firm should offer benefits to part-time workers? If yes, should it offer paid time off, the 401(k) plan, and health insurance, or only one or two of the benefits? Explain your recommendation.

Choose two elements from the following list and analyze how each has changed healthcare delivery on both the macro and micro levels. Provide specific examples of how both macro and micro impacts/changes:

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Choose two elements from the following list and analyze how each has changed healthcare delivery on both the macro and micro levels. Provide specific examples of how both macro and micro impacts/changes:

Emerging health care reform
Managed care
Total quality improvement
Integrated health care delivery systems e.g. alliances, networks, mergers
Organizational downsizing

Select one of the case studies listed below (located in your textbook.) Then complete the following: Add your opinion about the choices and decisions being made—if this was your company would you make this choice? What would you do differently? CASE 13-1 IT IS NOT JUST ABOUT THE BLING ANYMORE: BENEFITS AND PERKS—THE COMPETITIVE EDGE IN EMPLOYEE RECRUITMENT CASE 13-2 GOOGLE SEARCHES SAS FOR THE BUSINESS SOLUTION TO HOW TO CREATE AN AWARD-WINNING CULTURE

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Select one of the case studies listed below (located in your textbook.)
Then complete the following:

Add your opinion about the choices and decisions being made—if this was your company would you make this choice?
What would you do differently?
CASE 13-1 IT IS NOT JUST ABOUT THE BLING ANYMORE: BENEFITS AND PERKS—THE COMPETITIVE EDGE IN EMPLOYEE RECRUITMENT
CASE 13-2 GOOGLE SEARCHES SAS FOR THE BUSINESS SOLUTION TO HOW TO CREATE AN AWARD-WINNING CULTURE