Q1

As Peter Vyas, I would approve the expenditure request. This conclusion is based on the fact that the project development has gone through a team process and all possible risks to success have been contemplated. Approving the request would not be a statement that the project will have to succeed. Rather, it will be a means to move from inertia. It is true that management must always be caution in making important decisions such as those concerning new projects. Caution should, however, not be allowed to stall all forward movement. As exemplified by Hall, it is true that a company must be innovative but not all entrepreneurial endeavors succeed.  There is, however, the need to try even in the situation where failure may be catastrophic as in the present case. Above all, declining to approve request without any valid reason will only serve to demoralize the team.

Q2

As Cynthia Jackson, I will also approve the expenditure request if Vyas was to send it up to me. The unit is admittedly making huge losses but this proposal promises to turn it around. The forecast financial performance have been developed and rechecked for robustness. They show that the proposal has good potential save that there is a high risk that it may not gain traction in the market. These are, however, matters that can be addressed as indicated in the plan to ensure HVAC distribution support.

A more compelling reason why I would still approve the project also rests with the fact that ART must live up its reputation of being innovative. The project may as well fail to achieve the projected performance but some decisions must be taken. The only caveat should be that one must proceed with reasonable caution.

Q3

Vyas as front-line manager

Vyas was indeed an effective front-line manager in many discernable was. For instance, he quickly dealt with low morale and high turnover. A manager is a leader and the ability to constitute good teams is an important skill for effective managers. This was exactly what Vyas was capable of achieving. His effective, however, went beyond just the ability to create the team. He was able to provide them with the necessary support as exhibited by their commitment to try different options to coming up with a solution. But even more important for Vyas is that he possessed good negotiation skills as demonstrated by his ability to convince Corporate VP (R&D) to allow the ITC technologists to remain in his team.

Jackson division Vice President

Jackson has also come out as a very effective manager in her role. Her willingness to devote her time to help those under her illustrates this. Her effectiveness is further underscored by her ability to quickly identify problems as she did with the Filtration Unit. It was clear to her from the beginning that the time was suffering from lack of discipline.

Jackson’s effectiveness can also be seen in her firmness. She had the courage to tell Vya’s team that their continued existence depended on their delivery. The manner in which she passed this information would not have been faulted since she was also willing to support even as she spelt out her expectations of the team.

Q4

The innovation and entrepreneurial environment and ART have been fostered by decentralizing. This has the effect of giving all concerned the ability to make decisions. The readiness to fund innovative ideas added to the fact that ART encourages knowledge sharing further fosters the culture. All these are further buttressed by infusing discipline on all the concerned through aggressive targets.

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