Case Study 1 Essay

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Case Study: Struder International

Melinda Nesbitt

Mid-Continent University

MCU-6003

2.
Case Study: Struder International

Like many other companies reeling from the economics crisis, Struder International found itself trying to stay afloat and save the company from bankruptcy. Stemming from a late night meeting it was affirmed that the company was going to have to maintain strong leadership in order to get through layoffs and rally employee moralce.(Daft, 2011)

The morning after the meeting Dean Adams learned that a key manager, Sue Chan, had resigned from her post as chief security analyst. Adams' boss told him that it was critical that they keep key managers in place as they weather the storm and if Struder lost any, be sure to replace them with ones who can handle the stress and make tough and unpopular decisions.(Daft, 2011) Adam think of current employees that could possible replace Chan and one employee came to mind Julie Cobb.

Question 1

The leadership skills necessary in a corporate environment characterized by instability and turmoil are integrity, confidence, knowledge drive and passion. Julie Cobb demonstrated a number of these skills in her current position at Struder International. She has shown her knowledge becoming a respected expert in her field. (Daft, 2011)

Julie Cobb maintained her intergrity by holding a high ethical standard while others were making questionable business decision. (Daft, 2011) Julie also showed her drive and passion by being a results oriented go-getter focused on the future of Struder International. (Daft, 2011)

Question 2

In my opinion the most difficult to manage employee (co-worker) is the "people pleaser" to describe himself or herself in a interview do not promote that person.

When somebody says "I'm a people pleaser", it's always with an air of apology, as if they're embarrassed that they sacrifice so much to make others happy. The remark, however, is a self-compliment masked as self-deprecation.

People pleasers proudly position themselves (both publicly and in their own minds) as selfless and considerate, when in fact they're self-absorbed and controiling. People pleasers pretend to be interesed in other people's feeling but they actually obesessed with how other people should feel about them, which is the exact opposite concept.

People pleasers take actions they believe you should appreciate, regardless of whether you have asked for those actions or not. They then expect you to be grateful for favors rendered and resentful if you ask for something else that you actually want.

For example, a people pleaser might stay late working on a report that's not due (not needed) for a week and then hand it in early because "he knew you would appreciate having it early".
To the people pleaser, it doesn't matter whether or not you actually wanted the report early. To the people pleaser, you now owe him something because he's worked overtime to "please" you.

Therefore, if you assign that employee a difficult projcet, he will accept the project ( to "please" you, of course) but feel justified in doing a slipshod job because (after all) he "worked overtime and didn't even get a thank-you."

Despite their belief that they're trying to please other people, people pleaser are always working their own agenda while simulaneously trying to make others feel indebted. For instance, the employee who handed in the (unneeded) report early may have done so because he

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