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Management homework help

Management homework help. MGMT 3720
Individual Assignment 3
Leadership
One way to think about leadership is to think of it as an informal source of authority.
Whereas companies officially put some people in position of authority over other people (called
managers or supervisors), sometimes individuals influence others around them without the
benefit of the official authority. Of course, at times, formal managers will also be informal
leaders, but that is not necessarily the case. Another way to think about leadership is to think of
the way people react to leaders. Whereas formal managers have the right to direct their
subordinates to do what they want, leaders inspire their fellow workers to do their best or to
follow them. Either way, leaders show the way.
In this assignment, students should read the Bistro Champlain case study and prepare a
Word document (saved as a .doc or a .docx) that answers the following questions.
1. How can the leadership of one of the main characters in the case (Emile, Gillian, Robert,
or Sylvia) be explained?
Leadership can be analyzed using the following theories: Traits theories (Big Five personality
framework or Emotional Intelligence), Behavioral theories (Ohio State Studies and Michigan’s
Survey Research Center), Contingency theories (Fiedler model, Situation leadership theory,
Path-goal theory, Leader-participation model), Charismatic theory, and Transformational theory.
Students should choose one of those theories to analyze the leadership of one of the characters in
the case (Emile, Gillian, Robert, or Sylvia). Each analysis should be theoretically justified (so the
theory behind it should be presented, described, and explained) and illustrated with information
from the case (either talking about what is going on the case or quoting the case directly).
2. Given the leadership theory chosen and the character chosen, how do the students expect
the other people in the case to react to their character if that character maintains his or her
current course of action (this is to say, if nothing changes, what will happen at that
restaurant)?
3. What needs to change about the leadership in this restaurant (and how) to ensure at least
its survival and at best its thriving?
4. In general, which theory appears to be the best one to understand the phenomenon of
leadership in organizations and why?
BISTRO CHAMPLAIN
In February 2008, Emile Fortin2, 46, quit his accounting job to start his own business. A sociable
individual, Mr. Fortin could no longer imagine himself aligning numbers all day long. So, with
the full support and the constant collaboration of his spouse, Gillian, his creative sidekick, he
opened mid-august, a small independent bistro in the midst of a local shopping mall (a common
location where they live). Slowly, the bistro’s reputation and popularity have increased, thanks to
its original cuisine, its relaxed atmosphere, and its reasonable prices. Currently, the bistro
employs 28 people: 2 hostesses, 11 servers, 5 busboys, 6 cooks, and 4 dishwashers.
From the beginning, the bistro has taken a big place in the life of the family. From the beginning,
Emile and Gillian involved their three sons. Alan, 18, helped his mother with the purchases.
John, 17, did some cleaning. Robert, then 16, chose to be a busboy on weekends. Today still,
almost all restaurant-related issues are discussed by the five members of the Fortin’s family at
Sunday’s brunch (since the Bistro is closed on Sundays and Mondays). Vacations are even often
consumed by the restaurant, occasions to remodel or do some upkeep or rethink the menu. For
example, Gillian, who is in charge of everything related to food, often tests new recipes during
her time off. Emile, who is in charge of everything related to the administration of the place,
never hesitates to help whoever needs help. As for the children, Robert is the one who has stayed
with the restaurant work, has learned from it, and hopes to get more and more involved with it.
After cleaning up the tables, Robert started serving tables. Eventually, Robert took up managing
the restaurant on Saturday nights. As such, he now organizes the work of the crew for this most
important night. Even though he is younger than most of the people he supervises (He is now
20), he seems to have managed to earn their respect. They listen to him, and they do as he asks.
He probably respects them and listens to them as much as they him. In fact, never did the people
with whom he works opposed him in any way nor did they ever comment negatively on his work
or misbehave in his presence or get angry at him. On the contrary, under his supervision, his
Saturday night crew generally arrives early to start preparing the night before their shift officially
start, and most of them (with the exception of the single parents amongst the workers) tend to
stay after their shift to share a late night meal and finish preparing the restaurant for the next
opening night.
Robert’s ambition is to stay in the restaurant business. To acquire more knowledge about
management, he has started a bachelor degree in business administration after high school. He
hopes to become a more active participant in the decision-making process of his parents’
restaurant once he graduates.
During his freshman year, Robert met a young lady, Sylvia, whom he started dating. Sylvia is a
generous soul. Rapidly integrated in the family circle (Mrs. Fortin adores her), Sylvia became
quickly fascinated by the working of the restaurant. When she and Robert started dating, Sylvia
came to the restaurant to wait for the end of his shift. While she waited, she often helped the
people around her. If the hostess was busy, she would welcome new patrons; if a table was dirty,
she would clean it up; if she were to see empty glasses of water, she would fill them up. Servers
and busboys alike started to count on her. On busy weekends, they even asked for her help taking
orders or cleaning up.
Sylvia is an only child. At the restaurant, she easily made friends. In fact, Robert’s family and
the restaurant’s crew seem to have become her family. She is happy to be of use to them. She
really likes helping. When she works (voluntarily), since she mostly work during the busiest days
of the week, incidents often happen, weird clients often happen, odd situations often happen. All
who have work in a restaurant know how weird things can get when too many exhausted staff
members have to respond to too many odd requests from too many annoying customers while
barely staying awake at the end of a long, tiring shift. Sylvia, who sees it all without being
responsible for any of it (despites the fact that she helps), often end up using her storytelling
talent to recount those events to Mr. and Mrs. Fortin around the family table. Sylvia is usually
hilarious, and Robert’s parents delight in hearing her tell those stories of mishaps and mayhems.
In September of this year, the restaurant’s clientele increased so much that Mr. Fortin decided to
hire new people in the kitchen and on the floor. He has offered a job to Sylvia who has accepted
enthusiastically. She and Robert plan to marry and want to put as much money aside as they can.
Her hiring is to the other servers’ likings as well. In fact, they were starting to feel a little
uncomfortable having Sylvia do so much work for free. So, having her being paid for what she
does seems fairer to all involved.
In her new salaried position, Sylvia feels more responsible about what is happening around her.
What she considered amusing anecdotes, she now views as problems. Robert is slowly
developing the same negative attitude toward those then-funny events. In reaction, he has tried to
use his newfound knowledge of management to remedy what he has identified as a problem,
most of the time, to no avail. He and Sylvia are becoming so consumed by these work-related
activities and responsibilities that Mr. and Mrs. Fortin are starting to think that the restaurant is
no longer performing well on Saturday nights.
Emile, always the energetic man of action, has decided to “correct the situation.” Since all he and
Gillian know of what is happening on Saturday nights come from the stories Sylvia continues to
tell during Sunday’s brunch, Emile has started using these stories as the basis of his actions. For
example, Sylvia’s receipts are higher on average than anyone else on the floor (and Robert
confirms this). She claims that she sells more because she always offers her clients a cocktail
(even if just a beer), an appetizer, and a dessert in addition to suggesting more “exotic”
(understand pricy) combination of food. On the basis on her stories, Emile has met with the rest
of his servers and has asked them to start doing what Sylvia does. Since the staff was
incredulous, Emile showed them Sylvia’s receipts to prove to them that it could be done.
Since then, certain servers have tried to modify their behaviors to match Sylvia’s techniques, and
the weekends’ total receipts have increased.
However, Robert and Sylvia seem to have more difficulties than before dealing with the rest of
the crew. Last month, Robert had to fill in the beer refrigerators himself because the person
responsible for it arrived exactly when his shift started and left exactly when his official shift
ended. Other people have started doing the same thing, arriving at the last minute just in time to
start working, and no longer lingering after work to finish things up. Last week, a server called in
sick at the last minute, and no one else Robert called could make it that night. As for Sylvia, her
sales have first stalled and are now declining maybe as a result of the being assigned tables with
single clients or elderly couples. In addition, many of her clients have started complaining that
the food served was lukewarm at best, and her tips have also declined. Robert and Sylvia are
under the impression that the other members of the crew are switching topics when either of
them walks by. Yesterday, Sylvia realized that her best friend had had a shower for her
impending wedding. She had not known about it and had clearly not even been invited (nor has
she received an invitation for the wedding itself).
Robert is troubled by what he sees happening at the restaurant. Wanting to understand what is
happening, he has come to talk to his Organizational Behavior’s professor.
Framework for Answer
First paragraph = Students should introduce the case (What is this case all about?) Students
should do the following:
• summarize the situation (2 point),
• theoretically introduce the topic of leadership: this is to say, students should explain what
“leadership” is according to the textbook (2 points),
• introduce the task at hand: this is to say, students should announce what they will do in
the paper (2 point).
In the next set of paragraphs (minimum three paragraphs), students should answer the first
question: How can the leadership of their chosen character (Emile, Gillian, Robert, or Sylvia) be
explained? Students should choose ONE theory of leadership and ONE character and proceed as
follow:
• write an introductory paragraph presenting (and explaining) the theory they will use to
explain their character’s leadership (10 points),
• write a middle paragraph applying the theory to their character (10 points)
• write a concluding paragraph summarizing the leadership of their character according to
that theory (10 points).
These analyses should be justified by the theory chosen and illustrated with information from the
case.
Fifth paragraph = Students should answer the second question: Given the leadership theory
chosen and the character chosen, how do the students expect the other people in the case to react
to their character if that character maintains his or her current course of action (this is to say, if
nothing changes, what will happen at that restaurant)? (4 points)
Sixth paragraph = Students should answer the third question: What needs to change about the
leadership in this restaurant (and how) to ensure at least its survival and at best its thriving?
Students should explain what needs to change, using a theory of leadership to justify their
suggestion (4 points). Students should explain how that change would be introduced, using a
theory of leadership to justify their suggestion (4 points)
Seventh paragraph = Students should answer the fourth question: In general, which theory
appears to be the best one to understand the phenomenon of leadership in organizations and
why? If they were to only remember one theory of leadership, students should suggest one theory
(the one they have previous used to analyze the case or another) that best explain most of the
leadership phenomenon in organizations (4 points). Students should say why they think that
theory is the best one to remember (4 points).
Eighth paragraph = Students should conclude this leadership analysis. Students should do the
following: wrap up their analysis with a brief summary of what they have specifically discovered
or inferred about their chosen character’s leadership skills (2 point) and what they have
discovered about leadership in general (2 point).
Grading:
This assignment will be graded on content only. If students present a text that contains all the
elements required, they will earn 60 points.
This assignment requires a minimum of 8 paragraphs Note that a standard paragraph contains a
minimum of 3 sentences. Each paragraph with less than three sentences will cost students 1
point.
The context of the assignment (formatting, grammar, spelling, proper citation techniques, etc.)
will be assessed, and points will be subtracted at 0.3 points per mistake with a maximum
deduction of 3 points.
The presence of the proper file extension and identification header will always be verified. The
absence of either will cost students 2 points. (See Syllabus for an example).
• Improper file extension = -2 points
• Absence of a proper identification header at the top of the page = -2 points
• Less than three sentences in a paragraph = -1 point
1. Case written by Evelyn PITRE (1982), lecturer at the École des Hautes Études Commerciales de Montréal, and Isabelle CARON, research
assistant, from a case study submitted byAnnie TURCOTTE, undergraduate student at the Université du Québec à Trois-Rivières. Translated,
adapted, and updated by E3P3 (2012). © 2012 E3P3
2. The names of the people have been changed to protect their identity. At the time of the creation of the case, the restaurant was based in the TroisRivières area, about an hour and a half from Montréal, in the province of Québec, Canada.
3. The material used in this class is proprietary. It is NOT available for distribution or dispersion of any kind without the express written
consent of the owner / instructor, Ms. Evelyn Pitre. ©2012 E3P3 Evelyn Pitre Communication Consultant evelynpitre@gmail.com

Management homework help

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