Answer the questions using the concepts given in class. Questions must be answered in complete sentences.

Mara Fuentes has been working as an administrative secretary in a commercial company for seven years. She is respected for her abilities, but in a conversation with a friend she was heard to say:

"I don't complain, I earn good money, the working conditions are very good and I have many friends. I am saving to live well and send my children to university. The problem is that I don't see anything different in my future. I am at the maximum salary, I already reached the cap, so I cannot climb a higher level. To get to the Accounting Department I need a bachelor's degree and I don't have a degree. Going back to school is impossible for me, besides, it would take a lot of time and I would have to invest a lot of money. The only alternative would be to find something interesting to do outside of work, perhaps something voluntary. I don't see why I should be excited about or work. The important thing is to comply and avoid problems".

Questions:

1- What is Maria's problem? 2- What motivational drive (McClelland's Theory) would you use to motivate her? 3- How would you use the expectation model (Vroom) to solve the problem? 4- If you were Maria's boss, how would you apply Herzberg's two-factor model in this case? 5- What kind of motivator (intrinsic - extrinsic) would you apply in this case? 6- Do you think Maria is complying with her goal setting? Based on the goal setting theory, support your answer. 7- According to Maslow's Hierarchy of Needs, what needs does Maria need to achieve?

Case #2 - From colleague to supervisor

Carmen Prez, Jess Delgado and Linda Martnez have something in common. All were promoted to management positions and all found the transition challenging.

Carmen Prez ha sido ascendida a directora de alimentos y bebidas de los restaurantes El Buen Gusto en la ciudad de Nueva York. Con el ascenso se dio cuenta de que las cosas nunca volveran a ser iguales. Ya no chismorreara ni encubrira las tardanzas crnicas de un empleado. l dice que encontr su nuevo papel desalentador. "Al principio era como un tractor detrs de todos, y eso no fue bien recibido". l dijo, "es a mi manera o no". Y segu olvidando que mis amigos tambin estaban en transicin". Admite que este estilo alienaba a todos con los que trabajaba.

Jess Delgado, a technical manager at a computer manufacturing firm, talks about the uncertainty he felt after being promoted from junior programmer to manager. "It was a bit difficult to suddenly be giving instructions to my colleagues, when only the day before I was one of them. You try to be careful not to offend anyone. It's strange to walk into an office and have the whole conversation change. People don't want to be so open with you when you become the boss."

Linda Martnez is now the president of the Puerto Rico Insurance Company. He started at the company as a customer service representative, then jumped to various colleagues with a series of promotions. Its rapid growth created problems. The colleagues were like, "Oh, here comes the new boss." Only God knows what he spoke behind my back."

Questions:

1- Many managers fail to select the correct leadership style when they move into management. Why do you think this occurs? 2- What leadership theories, if any, would help new managers in transition? 3- Do you think it is easier or more difficult to rise internally to a formal leadership position than to arrive externally? Explain your answer