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Sophia and Isaam are colleagues and peers in the same organization. Sophia is vice president and general counsel; Isaam is vice president of finance. They have been friends for many years and, in fact, completed the MBA's together. They are currently participating in completing due diligence relative to a potential acquisition. Sophia is the project team manager for the acquisition audit/investigation. Sophia and Isaam differ in their perceptions of certain key matters discovered and, therefore, disagree on whether or not to proceed with the acquisition. Sophia maintains that understanding and disposition of the matters require legal expertise. They are about to discuss their findings and recommendations with the CEO who is very excited about going forward with this transaction and generally disdains being told of problems when it means he cannot do what he wants to do.
1. Which powers are held by Sophia, Isaam, and the CEO? Which, if any, of the powers you identified are merely perceived, or imaginary? Explain.
2. How would you describe the relative balance of these powers?
3. Do you have any suggestions for Sophia that may lessen or eliminate the conflict between her and Isaam?
Think of an organization you have worked for or one with which you are very familiar. Diagnose the need for change and present a plan to transform the organization, utilizing Kotter's 8-Step Approach.
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How much space will be left unused AND How many minutes of idle time remaining for setting up the display
explain how you would approach the process. Keep in mind which you are supplying a major automotive organization which manufactures, on average, 835,000 cars per year.
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As noted in the chapter-opening vignette, Toyota ran into trouble for two reasons. One, was that the company centralized most decision-making in their corporate headquarters. The second, was that the CEO pressured top engineers to cut costs to improv..
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