Case Study B: Tough when the general manager takes over, her first job is to move her office. She wanted a corner with most windows and near the second exit door. The office room has been renovated and the space has been redesigned to suit its desires. Two meeting rooms had to be moved to perform the office renovation. When the office was completed, she held a meeting with all the employees so that she could contact them. In her own words, "How's it going." I read some rules and told the employees about all her accomplishments and her profile. She was sticking to the dress code and dress code. Policies and procedures applied for a reason. Follow the chain of command when you have a problem. She wanted to do things correctly the first time. No attempt has been made to encourage their ideas or suggestions or to communicate with employees at a personal level. Don't talk about the importance of a team-oriented environment or employee growth. No talk about open door policy. Show nothing to give importance to employee jobs or inspire confidence in them. What was more clear about her accent and behavior was the presence and management of employees. I asked questions, but the room was silent. "We may also start a union." Someone joked then. Being the general manager, she identified the tone as flowing across the entire organization. The general manager hid behind closed doors and rarely sought to introduce staff or common issues. Decisions were notified via the memo. Nobody took a step without consulting the management. The Director-General was the first to express her opinion at any time a problem or problem arose. In front of the team, I reduced the managers. On a few occasions, some or even a little differed. In the end, whenever she expresses her opinion and asks the lower level managers if they agree, it is no wonder that all managers shake their heads and say "Yes." One day, an employee accidentally was searching for something and entered the conference room, apparently standing there for a second before realizing his mistake. The employee's general manager said, "You don't belong here. The management meeting is ongoing." Question No. 5: Explain the employees personality and the various values that correspond or work well with the management theory identified according to question (4). Note: The answer must contain a minimum of 150-300