1. Role conflicts occur in companies when a manager's expectations are different from the follower's experiences and methods of completing tasks. Describe the role conflicts the Jim is experiencing in this case.

2.What motivational theory would best fit Jim's task? Does the same theory apply equally well to every member of the team? Explain.

3. Which leadership theory do you think Jim should apply to this project? Explain how it would work and defend your choice of theory.

4. In designing the advertising and promotional approach, which creativity technique should Jim utilize?

5. How should Jim handle Dirk? Which theories of motivation would be the best to follow?

You notice Ashley has exhibited times, and complained of stomach pains. You feel these sy stress. While some of the stress may be work related, you feel the primary culprit is problems with her marriage. As her boss, should you discuss her marriage problems with her, or is that an invasion of her privacy? How would you handle this situation with Ashley, since you are afraid more serious signs of stress will appear if you do nothing? Be specific in the actions you would take and explain why. Chapter 2 Case: The New Boss Jim Logan could hardly contain his excitement. He had graduated from college three years earlier, joined his company, AdSmart, as an entry-level advertising creative, and now was being given his first chance to direct an entire advertising campaign. This included making the pitch to the client company, meeting with the client's personnel, finalizing the contract, and creating the ads. Jim would also be in charge of oversight of relations between AdSmart and the client through the entire process. This presented a clear opportunity to move into an entry level management position and enhance his career prospects for the immediate future. Jim's team consisted of four people. The first, an experienced media buyer who was several years older than Jim, had been friendly and served as a kind of mentor regarding media-purchasing issues. He had been with the company for ten years. The second, a young woman who joined AdSmart the same month as Jim, served as a consumer promotions liaison. She would develop any coupons, premiums, sweepstakes, contests, and bonus packs that would be part of the campaign. The third member was an older woman who primarily performed clerical tasks. Her role would be to finalize all of the paperwork, including the actual paper document to accompany any proposal, the contract, and other similar matters. She had a great ent: A Customer-Centric Financial Approach ze 57. Part 1: Marketing Founda deal of experience and was often asked to perform the same types of tasks on other projects. The fourth member, Dirk, troubled Jim, Dirk's assigned role was to be the ad vertising creative. Jim had seen Dirk's work previously and had not been impressed. Further, Jim found Dirk to be a prima donna who often displayed disrespect to other members of the company. Whether real or just imagined, Jim felt additional pressure because AdSmart's founder, Blake Bard, began his career as a creative. Blake's free-spirited nature led him to manage the firm with a highly decentralized, participative style. One of Blake's favorite expressions was, "If you want your people to succeed, you have to set them free." Blake had a great deal of disdain for what he called "micromanaging types." On the other hand, Jim's only experiences with teams and leadership had been in college, on class projects and during his time as president of the marketing club. What he found in that realm was that if he wanted something done, he needed to do it himself. Trusting and relying on others had never worked out very well. Jim knew that the first three members of his team would make it easier for him to let go and delegate. On the other hand, he worried about using the same approach with Dirk, who already had too big of an ego. The prospective client was a small local Mexican restaurant with a limited advertising and promotional budget. Jim believed this meant his team would have to be innovative and creative in order to create an effective campaign while spending a small number of dollars. One of the first tasks Jim directed was to create an integrated message that could be presented on billboards, in local newspaper ads, on the company's social media sites, and for four weeks on local television. He wanted to make sure that his consumer promotion tactics fit with the theme of the advertisements and the restaurant's primary message before making the pitch presentation. The next decision was to identify the members of the team who would accompany Jim to make the pitch in person. He knew only one or two people should go along. He didn't want to offend any member of the team in making the selection. Jim was confident he would win the contract due to AdSmart's track record of success in restaurant marketing in the area. The final worry Jim considered as the project began was what would happen if Dirk designed advertisements that Jim thought were substandard. He considered secretly preparing an alternate set in advance so that he would be ready if Dirk's ads were rejected. After all, this was his first big shot, and he didn't want anything to go wrong