Answer 4,5,6

What Would You Do? Case Assignment DuPont Headquarters Wilmington, Delaware The DuPont company got its start when Eleuthre Irne du Pont de Nemours fled France's revolution to come to America, where, in 1802 , he built a mill on the Brandywine River in Wilmington, Delaware, to produce blasting powder used in guns and artillery. In 1902, E.I. du Pont's great-grandson, Pierre S. du Pont, along with two cousins, bought out other family members and began transforming DuPont into the world's leading chemical company. In its second century, DuPont Corporation would go on to develop Freon for refrigerators and air conditioners; nylon, which is used in everything from women's hose to car tires; Lucite, a ubiquitous clear plastic used in baths, furniture, car lights, and phone screens; Teflon, famous for its nonstick properties in cookware and coatings; Dacron, a wash-and-wear, wrinkle-free polyester; Lycra, the stretchy, clingy fabric used in activewear and swimwear; Nome, a fireresistant fiber used by firefighters, race car drivers, and to reduce heat in motors and electrical equipment; Corona, a high-end countertop used in homes and offices; and Kevlar, the "bulletproof" material used in body armor worn by police and soldiers, in helmets, and for vehicle protection. Your consulting group has been hired to assisit the CEO of DuPont, Edward Breen, right as "the world fell apart" at the height of Covid-19. Fortunately, you had early warning from sharply declining sales in DuPont's titanium dioxide division, which makes white pigment used in paints, sunscreen, and food coloring. Sales trends there can be counted on to indicate what will happen next in the general economy, so you and your team of consultants begin by working with the heads of all of DuPont's divisions to make contingency plans in case sales dropped by 5 percent, 10 percent, 20 percent, or more. Many DuPont managers thought your team was crazy. until the downturn hit. It was difficult, but with plans to cut 6,500 employees at the ready, you were prepared when sales dropped by 20 percent at the end of the year. But when that wasn't enough, salaried and professional employees were asked to voluntarily take unpaid time off and an additional 2,000 jobs were eliminated. In all, these moves reduced expenses by a billion dollars a year. But one place Breen refused to cut was DuPont's research budget, which remained at $1,4 billion per year. One of the ways in which the Board of Directors measures company performance is by comparing DuPont's total stock returns to 19 peer companies. Over the last quarter century, DuPont has regularly ended up in the bottom third of the list. Your team has one overriding goal: to restore DuPont's prestige, performance, and competitiveness. The question, of course, is how? Before deciding, there are some big questions to consider. 4. What are proximal or distal goals would your team suggest setting? Which type of goal would be more effective in this case and why? 5. Planning, if done right, brings about tremendous increases in individual and organizational performance, however when done wrong it can have just the opposite effect and harm individual and organizational performance. Should DuPont focus on finance, product development, or people? Should they set an overriding goal, or should there be separate goals for different parts of the company? 6. Planning is a double-edged sword, how would your consulting team suggest DuPont implement and us plans at all levels of management