The Purpose Of This Project Is To Examine Your Understanding ✓ Solved

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The purpose of this project is to examine your understanding of

The purpose of this project is to examine your understanding of the challenges of managing critical employees who work in demanding jobs. Using a case study, you will be asked to demonstrate how motivation, relationship building, and trust affect organizational effectiveness. Identify the relationship-building issues that exist in the case study. Explain the reasoning behind the identification of those issues as relationship-building issues in the case study – provide clear support and explanation for why you selected those relationship-building issues.

Research the concepts of motivation, trust, and ethical behavior as they individually, and collectively, relate to the ability for leaders to create sound management relationships that ultimately lead to successful organizations. Apply your research on the concepts of motivation, trust, and ethical behavior to the relationship-building issues identified in the case study. Develop a clear, concise, and focused strategy for Jackson on how to best handle the situation considering all stakeholders, including his team, the organization, himself, McConnell, and the vendors. Explain the reasoning/conclusions behind your plan elements and support them with your research, class materials, and case-study facts.

Discuss how the plan you developed for Jackson to best handle the situation will maximize organizational effectiveness.

The analysis should begin with an introductory paragraph that clearly and succinctly explains what you intend to cover in the body of the paper. The analysis should end with a conclusion/summary paragraph that clearly and succinctly explains what you covered in the body of the paper. Third-person writing is required. The paper must be double-spaced with 1-inch margins with 12 pt. font.

Paper For Above Instructions

Effective management of critical employees in demanding jobs is a challenging aspect of organizational leadership. This paper addresses the case study of Charles Jackson, the Chief Information Officer (CIO) at McConnell Spice. It will examine relationship-building issues that arise in his attempt to implement a new global knowledge-sharing application, analyze relevant academic concepts such as motivation, trust, and ethical behavior, and propose a strategic plan to address these issues. The eventual goal is to enhance organizational effectiveness at McConnell Spice.

Identifying Relationship-Building Issues

The key relationship-building issues in the case study include a lack of trust and communication between Jackson and McConnell, as well as favoritism towards Standard Systems. Jackson experienced disappointment when he was not allowed to submit his findings in person, which indicates a lack of open communication and respect for his expertise. Moreover, McConnell's insistence on considering Standard Systems, primarily due to personal connections rather than merit, reflects her prioritization of personal relationships over organizational best interests. This favoritism undermines trust among team members and raises ethical concerns about decision-making processes.

Theoretical Framework: Motivation, Trust, and Ethical Behavior

Motivation refers to the inner drive that influences individuals to take action (Ryan & Deci, 2000). In any organization, employees who feel valued and heard are more likely to be motivated. Trust in leadership is foundational for fostering a culture of transparency and collaboration, which in turn enhances employee morale and motivation (Brower et al., 2009). Furthermore, ethical behavior is crucial for building trust; when leaders behave ethically, they set a standard that encourages employees to model these behaviors (Brown & Treviño, 2006).

In this case, Jackson's motivation is significantly affected by his disillusionment with McConnell's management style. The lack of trust in her decision-making regarding the consultancy choices damages his confidence. Moreover, ethical concerns arise when favoring a vendor based on personal connections rather than proven capability, risking the project's success and the company's reputation. Such dynamics further highlight the importance of addressing motivation, trust, and ethical behavior through effective relationship-building strategies.

Strategic Plan for Jackson

In devising a strategy for Jackson, it is paramount to first re-establish open communication with McConnell. A proposed strategy involves scheduling a series of meetings to voice concerns about the implications of including Standard Systems based on performance criteria rather than personal relationships. Jackson should present a data-driven rationale that emphasizes the critical requirements for the knowledge-sharing application and how Standard Systems falls short, while also underscoring the broader competitive advantages of selecting a more capable vendor.

The strategic plan should encompass the following components:

• Empowerment of Team Members: Encourage Jackson to involve his team in evaluating the vendors to foster a sense of ownership and collaboration.
• Transparency in Communication: Implement a feedback loop where team members can express their concerns and suggestions about the project openly.
• Criteria-Based Decision Making: Create a set of performance metrics that vendors must meet, providing clarity and structure to the selection process.
• Building Trust with Leadership: Jackson should proactively share progress updates with McConnell and express appreciation for her insights, reinforcing a positive dynamic.

Maximizing Organizational Effectiveness

Implementing this strategic plan will maximize organizational effectiveness by addressing relationship-building issues and enhancing trust and collaboration. A transparent selection process minimizes the perception of bias and favoritism, which improves team morale and trust in leadership. By including his team in vendor evaluations, Jackson will also increase motivation among his staff, as they feel their expertise and opinions are valued. Furthermore, clear communication promotes a culture of ethical behaviors that are essential for sustaining long-term relationships with both employees and external partners.

In conclusion, the case study of Charles Jackson at McConnell Spice highlights significant relationship-building challenges faced in managing critical employees in demanding roles. By focusing on motivation, trust, and ethical behavior, a strategic plan can be developed to address these issues and enhance organizational effectiveness. It is essential for Jackson to advocate for a transparent and data-driven decision-making process that respects the capabilities of potential vendors and re-establishes trust within his team and with leadership.

References

• Brower, H. H., Lester, S. W., Koehler, J. W., & Leas, K. D. (2009). A closer look at the relationship between trust and organizational citizenship behavior: A multi-foci approach. Journal of Applied Psychology, 94(1), 154-162.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595-616.
• Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68.
• Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 2, pp. 267-299). New York: Academic Press.
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
• Maslow, A. H. (1954). Motivation and personality. New York: Harper & Row.
• Waldo, C. E. (2018). Fundamentals of management: Essential concepts and applications. New York: Wiley.
• Dawson, K. J., & Gregson, T. J. (2012). Trust and commitment in university-industry collaborations: A few preliminary findings from two case studies. Industry and Higher Education, 26(1), 23-33.
• Smith, C. A. (2015). Creating and sustaining high-performance teams. Team Performance Management, 21(1), 28-40.

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