(1)Identify one or more symptoms that something has gone wrong here, in the case.(2) Analyze the causes of these symptom(s) using one or more communication concepts from this chapter.(3) What do you recommend that Sophia do at this time regarding her interaction with Thomas and the Winnipeg team? Assume that Sophia cannot back out of her Winnipeg project.(4) What should Alicamber Ltd. do to minimize these problems in the long run. i need all question answer DIFFICULT CASE STUDY BY steven L.Mcshane university of Newcastle :subject ORGANIZATION BEHAVIOUR ALL ANSWER IN BRIEFLY this case study

Sophia Reddy is an accountant in her late 20 s who works in the downtown Toronto office of Alicamber Ltd., a wellknown accounting firm with two dozen offices across Canada. A few days ago, a senior manager in the Toronto office asked her to participate next month in a special project located in Alicamber's main Winnipeg office. The project includes accounting valuation analysis of an insurance firm, and Sophia's specialized knowledge of auditing insurance firms is apparently important for the project team's skill set. She will spend two weeks in Winnipeg working on-site with that team. For two weeks before her visit, as the project gets under way, she will work remotely from Toronto with Thomas Kerbakker, the project leader, and his team members in Winnipeg. Sophia initially looked forward to her involvement in the Winnipeg project. The brief secondment applies her specialized knowledge, she will meet and learn from colleagues in another city, and working in Winnipeg will be an interesting change from Toronto. Two days after being advised of the assignment by the senior manager in the Toronto office, Sophia had not received any text message from Thomas, so she took the initiative to message him first. Hi Thomas. Sophia Reddy here. I am excited to join your project. Gr8 to meet the Winnipes team and learn from each other. Pls text team member list and schedule. Any b/g info you can send this wis would be helpftul . Best, Sophia Reddy. Sophia expected Thomas to reply the same day, preferably within an hour or two after her message was sent. Coworkers in her Toronto office typically texted back within that time frame. But no reply was received by the end of that day. When Sophia checked the next morning, Thomas still hadn't replied. So, she sent the text message a second time. Thomas still had not texted back to her by the end of that day. Thomas's silence was beginning to irritate and worry Sophia. Either her specialized knowledge for the project wasn't valued, or the project had been delayed, which would throw off her schedule working on other projects with Toronto clients. On the third morning, with no communication from Thomas, Sophia checked in with the manager who had assigned her to the Winnipeg project. To her surprise, the manager explained that although Thomas has a companyprovided smartphone (whose number Sophia had used for the messages she sent), he is one of those nearretirement managers who apparently doesn't do text messages. Staff in the Winnipeg office are aware of this, so they typically speak to him in person or over the phone. The manager acknowledged that sorting out schedules is important. but also mentioned that the proiect wouldn't begin for another month