Make sure to apply OB concepts and theories correctly. Each response should be 150-300 words

Crimson property services is a property management company founded by Dennis Wang in British Columbia, Canada in the early 1990s. Crimsons mission was to provide outstanding service to customers. Dennis had a vision for the company: he believed they were in the business of making sure people had good homes and that workers had the right kind of offices, and he often talked about his vision to employees. The company was successful from the start. While the founder, Dennis, was running the company, things were relaxed and he was flexible with employee schedules. He felt that if someone had children or other important obligations, it was appropriate to take time away from work to attend to those obligations. As a result, employees sometimes left work in the middle of the day to fulfill other responsibilities, and this always been willing to tolerate short delays in exchange for pleasant treatment and personal service. The staff agreed that taking time off during work hours should never come at the expense of getting the job done and they had prided themselves on having very good relationships with their clients. Dennis paid attention to his employees and their individual needs. He would walk around throughout the office daily to talk to people and to praise the staffs hard work. He was optimistic about the future of the company and he challenged the staff to think about how they could improve the lives of those whose properties they managed. The company continued to grow rapidly, and by the early 2000s, it had over 60 employees. However, with the business expansion, there was also a shift in top management: Dennis gave control of the company over to his daughter, Sara. Sara was not idealistic like her father and did not see property management as a way to improve peoples lives. She had a practical approach to business. She set clear goals to keep her top management team moving in the right direction and, in exchange, she expected them to give their full effort. She made sure that each team member was clear about what was expected of them and provided lots of guidance about how they could meet those expectations. She monitored their performance carefully. When they were not getting the desired resulted, she took corrective action, and when they performed well, she rewarded them. She expected all the employees to be at the office working from 8:30 A.M. to 5:00 P.M, and she wanted clients to get answers instantly. The management team The management team was composed of 4 people, heading the companys 4 departments: John Black, director of property management, Shima Sardari, accounting manager, Marlene Vasquez, manager of the administrative staff and Deepak Singh, director of IT. The meeting The company was successful when Sara took control, but now it was struggling to meet the increasing standards of its growing competition. In a company meeting, Sara addressed some of the issues she believed were limiting the opportunities of the company: using paper for all account transactions (property transfers) is outdated and inefficient. We have four full time clerks simply to file paperwork and open, sort, and then post cheques. This makes no sense in the age of online banking. This has become a place where cooperation and teamwork are non-existent. You are my top management team, but the tension among you is palpable. You are always confronting one another, and it never seems to have anything to do with the property management. Its impossible to come up with innovative solutions to our problems in this kind of environment. Then she said: Something has got to change, or we will go out of business. Our client base is shrinking when it should be growing. This is a problem and we can solve it by stopping all paper transactions and requiring our clients to process transactions online. Deepak I want you to contact our bank tomorrow and figure out how to get it done. I want us to be able to do all account transfers electronically by the end of next month. Marlene jumped in: What are you talking about? My clerks are amazing. They are reliable and have all the client files perfectly organized. Are you trying to eliminate their jobs? Besides, how can we continue to provide the same level of personal service, and thats part of our mission, if all transactions are done online? Sara responded: Marlene, you may be right about the fact some of our long-standing clients will leave for other firms if we change our ways, but were already losing clients. We need to save money and we can do that by moving to online banking. This seems adequate under the circumstances. Ive made the decision. Marlene stormed out. Then, Shima said: Here we go again. Thats how Marlene always handles things. Shes so immature, she runs away when there is any hint of changes that need to be made in her department. We all want the company to succeed, but she doesnt seem to want to her part to make the changes that need to be made. John intervened: Youre not much better Shima. You used to have everything under control, but now every time an account doesnt balance, you scream at the junior accountants. Its toxic and it doesnt seem like youre putting in your share of efforts required to make things better either. Sara wondered if setting up electronic banking would be enough to turn the business around. She didnt want to fire loyal employees who had been doing a good job, but she was also realizing that her top management team was not as high functioning as it had been once

Questions: 5A) Identify and define two team structures or processes that are likely to influence the performance of the top management team in this case. Make sure you identify one structure or process that is likely to be having a positive impact and one that is likely to be having a negative impact. Provide evidence from the case to support your answer. (6 points)

5B) What leadership styles are being evidenced by Dennis and Sara in the case? First, identify and define each leadership style and provide evidence from the case to support your answer. Second, describe the leadership style that you recommend for Sara if she wants to turn the company around? Be sure to explain the rationale for your recommendation based on leadership theories that were learned in the class. (8 points)

5C) Identify three decision biases that are evident in the case. Provide evidence from the case to support your choices. Give one suggestion that could allow Sara to improve her decisionmaking process. (5 points)

5D) Identify the type of conflict that is occurring among the top management team at Crimson. Which mode of management conflict would you recommend? Be sure to explain why you think it is the best approach in the case. (4 points)