Assignment 2 versions

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School

Centro Escolar University *

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AUDITING

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Management

Date

Nov 24, 2024

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docx

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Uploaded by aly_george

Assignment Instructions:  Total Marks: 25  Submission Due date: Week 13, Thursday  Upload the PDF file on Blackboard under the assignment section.  Do not include the case study text in your answer. In your assignment, only include the question and its answer.  Answer to each of the question should be minimum of 150 words. Please write your answers in paragraph not as a bullet points.  Late submissions will be marked as zero.  Plagiarism: Zero tolerance for plagiarism. Zero marks will be awarded for plagiarized assignments straight away. There are total two sections in this assignment: Section A: National Products (Marks 15) Read the case study provided and answer the following three questions: QUESTIONS 1. What are the dominant motives for each candidate? Please explain. (Marks: 05) 2. What are the implications of these traits for the success of each candidate if selected for the general manager position? (Marks: 05) 3. Should Susan recommend one of these candidates for the position, or look for external candidates? (Marks: 05) Section B: It's not Fair (Marks 10) Read the case study and answer the following two questions: QUESTIONS 1. Indicate Mary's attitudes before and after meeting Sue. If there was a change, why? (Marks: 05) 2. What motivation theory applies best to this scenario? Explain. (Marks: 05) Prepared by: Dr. Nadeem Akhtar

Section A: National Products Susan Thomas is the vice president for human resources at National Products, a manufacturing company with 500 employees. The company has an opening for a general manager in one of its product divisions, and the president asked Susan to review the backgrounds of three department managers who are interested in being promoted to this position. She is expected either to recommend one of the three internal candidates or to begin recruitment of external candidates. The internal candidates are Charley Adams, Bill Stuart, and Ray Johnson. The following information about each candidate was obtained from performance records, interviews with the candidates, and discussions with the boss of each candidate. Charley Adams Charley Adams has been a production manager for the past 8 years. He is an easygoing person who loves to swap jokes and tell stories. Charley stresses the importance of cooperation and teamwork. He is uncomfortable with conflict, and he tries to smooth it over quickly or find an acceptable compromise. Before becoming a manager, Charley was always willing to take on extra assignments for his boss and to provide helpful advice to less-experienced coworkers in his department. Charley is proud of his reputation as a “good team player” and a loyal “company man.” It is important to Charley to be liked and appreciated by people in the organization. Charley comes from a cultural background emphasizing the importance of close family ties. He holds frequent Sunday dinners at which the entire Adams clan gathers for an afternoon of swimming, baseball, eating, and singing. On Saturdays, Charley likes to play golf with friends, including some of the other managers in the company. Charley wants his department to have a good performance record, but he is reluctant to jeopardize relations with subordinates by pushing them to improve their performance beyond current levels, which he believes are adequate. When Charley gives out performance bonuses to subordinates, he usually tries to give something to everyone. Bill Stuart Bill Stuart has been the manager of an engineering department for 3 years. He was promoted to that position because he was the best design engineer in the company and was ambitious to further his career by going into management. At the time, Bill had little understanding of what the job would be like, but he saw it as both an opportunity and a challenge. Bill grew up as somewhat of a loner. He still feels awkward around people he doesn’t know well, and he dislikes social functions such as cocktail parties and company picnics. As a design engineer, Bill preferred assignments where he could work alone rather than team projects. He is impatient with bureaucratic authority figures, and he is critical of corporate policies that he regards as too restrictive. Bill gets along well with his present boss, because he is left alone to run his engineering group in his own way. Bill likes challenging assignments, and he tries to save the most difficult and interesting design projects for himself. Although Bill usually performs these tasks effectively, his preoccupation with them sometimes takes time away from some of his managerial responsibilities, such as developing and mentoring subordinates. Ray Johnson Ray Johnson has been a corporate marketing manager for 5 years. He grew up in a poor ethnic neighborhood where he learned to be tough in order to survive. He has worked hard to get where he is, but for Ray, good performance has been a way to get ahead rather than something he Prepared by: Dr. Nadeem Akhtar

enjoys for its own sake. Ray lives in a large house with a big swimming pool in the best part of town, and he likes to throw big parties at his home. He wears expensive clothes, drives a luxury car, and he belongs to the best country club. Ray is married, but fancies himself as quite a playboy and has had many affairs, including some with female employees. Ray views the organization as a political jungle, and he is quick to defend himself against any threats to his reputation, authority, or position. He tries to undermine or discredit anybody who criticizes or opposes him. He keeps a tight control over the operations of his department, and he insists that subordinates check with him before taking any action that is not routine. QUESTIONS 1. What are the dominant motives for each candidate? Please explain (Marks: 05) 2. What are the implications of these traits for the success of each candidate if selected for the general manager position? (Marks 05) 3. Should Susan recommend one of these candidates for the position, or look for external candidates? (Marks 05) Prepared by: Dr. Nadeem Akhtar

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Section B: It’s not fair! Mary Jones was in her senior year at Central University and interviewing for jobs. Mary was in the top 1 percent of her class, active in numerous extracurricular activities, and was highly respected by her professors. After the interviews, Mary was offered a number of positions with every company with which she interviewed. After much thought, she decided to take the offer from Universal Products, a multinational company. She felt that the salary was superb ($40,000), there were excellent benefits, and good potential for promotion. Tom Is her Supervisor Tom: As you can see, Mary, I was very happy with your performance. You have received the highest rating I have ever given any of my subordinates. Your attitude, desire, and help are truly appreciated. The other people on the Costa Rican team gave you glowing reports and speaking with the plant manager, she felt that you helped her understand the reporting system better than anyone else. Since your performance has been stellar, I’m delighted to give you a 10 percent increase effective immediately! Mary: (mouth agape, and eyes wide) Tom, frankly I’m flabbergasted! I don’t know what to say, but thank you very much. I hope I can continue to do as fine a job as I have this last year. Thanks once again. After exchanging some departing remarks and some more thank you, Mary left Tom’s office with a smile from ear to ear. She was floating on air! Not only did she feel the performance review process was uplifting, but her review was outstanding and so was her raise. She knew from other employees that the company was only giving out a 5 percent average increase. She figured that if she got that, or perhaps 6 or 7, she would be happy. But to get 10 percent . . . wow!! Imagine . . . Sue: Hi, Mary! Lost in thought? My, you look great. Looks like you got some great news. What’s up? Susan Stevens was a recent hire, working for Tom. She had graduated from Central University also, but a year after Mary. Sue had excelled while at Central, graduating in the top 1 percent of her class. She had laudatory letters of recommendations from her professors and was into many after school clubs and activities. Mary: Oh, hi Sue! Sorry, but I was just thinking about Universal and the opportunities here. Prepared by: Dr. Nadeem Akhtar

Sue: Yes, it truly is . . . Mary: Sue, I just came from my performance review and let me tell you, the process isn’t that bad. As a matter of fact I found it quite rewarding, if you get my drift. I got a wonderful review, and can’t wait till next year’s. What a great company! Sue: You can say that again! I couldn’t believe them hiring me right out of college at such a good salary. Between you and me Mary they started me at $45,000. Imagine that? Wow, was I impressed. I just couldn’t believe that they would . . . Where are you going, Mary? Mary? What’s that you say “It isn’t fair”? What do you mean? Mary? Mary . . . Review Questions 4. Indicate Mary’s attitudes before and after meeting Sue. If there was a change, why? (Marks 05) 5. What motivation theory applies best to this scenario? Explain (Marks 05) Prepared by: Dr. Nadeem Akhtar

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