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. You own a company that manufactures hats. The cost to make the hats has increased and, as a result, you are negotiating with a textile mill to supply the fabric for the cost of $10.00/metre for a period of two years, provided you agree to purchase 1000 metres of fabric monthly. Are there risks associated with taking time to think about the offer before accepting it and, if so, what are they? What happens if you like the price and but are only willing to commit to the agreement for one-year? What happens if they set a deadline for acceptance and you want to accept the offer after the deadline has passed?

please answer the question according to Canadian Law system.

 
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Purpose:

The purpose of this project is to apply leadership concepts to a crisis leadership situation and to make recommendations for a crisis-ready culture.

Skill Building:

You are also completing this project to help you develop the skills of analysis, critical thinking, and writing a report. Writing is critical because in business it is important to convey information clearly and concisely and to develop a personal brand. Developing a personal brand is important because it is the ongoing process of establishing an image or impression in the minds of others especially those in positions above you. Having a strong personal brand can lead to opportunities that include promotions.

Skills: Writing, Critical Thinking, Developing a Personal Brand, Situational Analysis, Writing a Report.

Outcomes Met With This Project:

  • use leadership theories, assessment tools, and an understanding of the role of ethics, emotional intelligence, cultural intelligence, competencies, values, and attitudes to evaluate and enhance personal leadership skills
  • assess the interactions between the external environment and within an organization to foster responsible and effective leadership and organizational practices
  • Develop individual awareness, style, and communication skills that enhance leadership skills
  • Integrate and apply analytical principles and concepts of leadership to make strategic decisions.

Instructions:

The Scenario

Read the Case Scenario that follows and answer President and CEO Alexandria Marvel’s questions in the form of a report. Address the report to President and CEO Alexandria Marvel.

You walk into your office one morning and see an article on your desk. You pick it up and realize that the President and CEO placed it there! She also has some questions on a post-it note and a request for recommendations.

Alexandria Marvel was exhausted. She had just finished a long meeting with her current VP of Headquarter Operations, Michael Brown. Michael, who was himself getting ready for retirement, was giving her a rundown of a recent crisis that impacted the company. While the dust seemed to be settling, Alexandria recognized that this was one of the worst things to ever happen to the company.

Michael recalls the crisis in the following way:

“On the morning of January 19th, I got a call from Joanne Edwards, my contact at our major distributor, Happy and Healthy Foodmart. She told me that three of her customers had complained that LSN’s echinacea had made them ill. I called our legal department immediately to put them on alert. By noon that day, the number of reported illnesses had risen to seven. By January 22nd, the worst possible news came in – one of those people had actually died.

I called my team together immediately to come up with a plan for an immediate Recall. We needed to manage this crisis with our employees, our distributors, and most of all our customers. Controlling the message to the public and the media was critical. We’d had Recalls before, but never in reaction to a customer’s death. This was a whole new ball game for us.

Once the Recall had been put in place, we needed to get to the bottom of the echinacea problem. We started looking at the suppliers and ended up in the Purchasing Department. When we discovered that Henrietta Higgins, the Assistant Director of Purchasing, had cut a deal with a new supplier I became furious. I mean, it was not one of my proudest moments.”

“That’s understandable,” replied Alexandria, “go on. Tell me more.”

“Well, Higgins received an offer from a new supplier to buy genetically modified echinacea. She explained that she thought it was a good move because it would save the company over 20% on the wholesale price. She made the decision unilaterally, without ever going to her supervisor or to me to discuss it.”

“What did you do when you found this out?” asked Alexandria.

“I fired her, of course. We had no other choice, Alexandria. It’s because of her we have this crisis. And on top of that, we’ve decided to halt all sales of all echinacea in the foreseeable future.”

“Who’s we?” Alexandria asked, with concern in her voice now.

“My team, of course. I told my managers about my decision and they’re all behind me 100%. We all know how important it is to act quickly in this situation, You can trust me to turn this situation around.”

Alexandria left the meeting sure about two things. First, she was secretly relieved that Michael was nearing retirement. The new VP of Headquarter Operations could start fresh. Second, she had just finished reading an article about a “Crisis Ready Culture”. She knew that it was time for LSN to start developing a crisis-ready culture.

Alexandria drops by your office with a copy of that article. She has a post-it note on the article, with the following questions and a request for recommendations:

  1. Identify and discuss the primary leadership style of Michael Brown in his handling of this crisis situation.
  2. Discuss an alternative leadership style that could have been used by Michael Brown that could have been better suited than the one he used.
  3. What leadership competencies did Michael Brown present in the recent echinacea crisis?
  4. Identify the leadership competencies beneficial for a crisis-ready culture.
  5. Identify the role that EQ played in the Echinacea crisis.
  6. Identify the role of EQ for a crisis-ready culture.
  7. Did either Michael Brown or Alexandria Marvel use Authentic Leadership in the Echinacea crisis?
  8. What role should Authentic Leadership play in a crisis-ready culture?
  9. Thinking about Michael Brown’s actions in handling the crisis and Henrietta Higgins’s actions leading to the crisis and the fact Alexandria Marvel was excluded from the decision-making process about how to handle the crisis, what conclusions can you draw about the role LSN’s current culture played in the echinacea crisis?
  10. Describe the relationship of strategy, culture, and structure for a crisis-ready culture.
  11. Give three specific and actionable recommendations that could be implemented to develop a crisis-ready culture for LSN. (Each recommendation should be supported by course materials).

:The Questions to Answer

answer the 11 questions above provided

Step 3:Write the Report.

Report Format:

  1. Identify and discuss the primary leadership style of Michael Brown in his handling of this crisis situation.
  2. Discuss an alternative leadership style that could have been used by Michael Brown that could have been better suited than the one he used.
  3. What leadership competencies did Michael Brown present in the recent echinacea crisis?
  4. What leadership competencies did Michael Brown present in the recent echinacea crisis?
  5. Identify the role that EQ played in the Echinacea crisis.
  6. Identify the role of EQ for a crisis-ready culture.
  7. Did either Michael Brown or Alexandria Marvel use Authentic Leadership in the Echinacea crisis?
  8. What role should Authentic Leadership play in a crisis-ready culture?
  9. Thinking about Michael Brown’s actions in handling the crisis and Henrietta Higgins’s actions leading to the crisis and the fact Alexandria Marvel was excluded from the decision-making process about how to handle the crisis, what conclusions can you draw about the role LSN’s current culture played in the echinacea crisis?
  10. Describe the relationship of strategy, culture and structure for a crisis-ready culture.
  11. Give three specific and actionable recommendations that could be implemented to develop a crisis-ready culture for LSN. (Each recommendation should be supported by course materials). Make sure these three recommendations are actionable (in other words, leadership can take your advice and put it into practice immediately) and specific (in other words, not too general that it cannot be easily understood). For example, “change leadership style” is not actionable today, and too general to be clearly understood. However, “train leaders on different leadership styles” can be put into practice today and is specific enough to be understood. (Do not use this example in your answer!).
  12. Reference – provide references to match your in-text citations, written in
    A-P-A format.
 
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Research conducted by UPSA Consult in the year (2020) has indicated a rising rate of labour turnover particularly in the Ghanaian own service companies in the telecommunication and banking sectors. According to the report, about 50 percent of the employees in the service industry have intention of leaving their jobs and this might affect the image of the sector as well as the quality of service provided, leading to a decrease in their market shares to foreign own service companies in the sector. Turnover intention can be defined as a conscious and deliberate desire to leave an organization within the near future. The general manager of UPSA Consult wants to investigate how age, gender and educational attainment influence turnover intention of staff in UPSA Consult. UPSA Consult is structured as follows: Departments Number of staff Marketing Department 192 Sales Department 320 Operations Department 188 Required: In line with this, you have been appointed by the general Manager of UPSA Consult to work as a team on this project: a. Formulate a research topic and state the dependent and independent variables. (5 marks) b. State the general objective and two specific objectives for this study. (5 marks) c. Based on the specific objectives identified, develop either two research questions or two hypotheses. (5 marks) d. Identify the type of research approach to be adopted and why? (5 marks) e. What is the population of your proposed study and the sampling technique(s) to be adopted in selecting a sample size of 100? Justify the sampling technique(s) to be adopted. (5 marks) DC: ACD01-F004 f. What is a questionnaire? Develop a mini questionnaire of which one question each should be nominal and ordinal based research questions for the study. (5 marks)

 
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The Hotel Hilton’s competitive strategy is, “To use superior guest service to differentiate the Hotel Hilton properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability.”

HR manager, Ms. Riya must now formulate functional policies and activities that support this competitive strategy and boost performance by eliciting the required employee behaviors and competencies. As an experienced human resource director, the Hotel Hilton’s Ms. Riya knew that recruitment and selection processes invariably influenced employee competencies and behavior and, through them, the company’s bottom line. Everything about the workforce—its collective skills, morale, experience, and motivation—depended on attracting and then selecting the right employees.

In reviewing the Hotel Hilton’s employment systems, she was, therefore, concerned that virtually all the company’s job descriptions were out of date, and that many jobs had no descriptions at all. She knew that without accurate job descriptions, all her improvement efforts would be in vain. After all, if you don’t know a job’s duties, responsibilities, and human requirements, how can you decide whom to hire or how to train them? To create human resource policies and practices that would produce employee competencies and behaviors needed to achieve the hotel’s strategic aims, Riya’s team first had to produce a set of usable job descriptions.

A brief analysis, conducted with her company’s CFO, reinforced that observation. They chose departments across the hotel chain that did and did not have updated job descriptions. While they understood that many other factors might be influencing the results, they believed that the statistical relationships they observed did suggest that having job descriptions had a positive influence on various employee behaviors and competencies. Perhaps, having the descriptions facilitated the employee selection process, or perhaps the departments with the descriptions just had better managers.

In any case, Riya received the go-ahead to design new job descriptions for the chain. While the resulting job descriptions included numerous traditional duties and responsibilities, most also included several competencies unique to each job. For example, job descriptions for the front-desk executives included competencies such as “ the front desk executive is able to check a guest in or out in five minutes or less.” Most service employees’ descriptions included the competency, “able to exhibit patience and guest supportiveness even when busy with other activities.” Riya knew that including these competencies would make it easier for her team to devise useful employee selection, training, and evaluation processes.

Questions:
Q1. Based on the hotel’s stated strategy, list and describe at least four more important employee behaviors important for the Hotel Hilton’s staff to exhibit.

Q2. Create a job description for Hotel Hilton’s front-desk executive.

 
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