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Pead the case study below and anawer the questions that follow. WHEN THE MANAOER IS THE PROBLEM We try to address confict as it comes up. before tebantments and probiems have had tine 19 tesest, danat sid. deaing w th condict can tet realy tidel. For example, We had a shualon hhere tha boss was causing proelemd asd her enclejees were having a dilloult time dealing wits hee. We dehnt find eut abeut it for a couple ef yean because erreloyess were atrald to egen her mouth, ohe contenued, When the probiom is a mavager, tis protents a uricien set of protlems bor employees. Fear of repoltar is the nurter ort reaken eesployes cite fot not cening foreard w th employeomanagee worlplase issues. And aady, they may be cotrect in assuming that the managars will take it out on Fam et they fnd out. that empioyees have been saying thinga behind Eeir becks. Retallation can be difloul to prove fit doaqn timelie whistle Blowing or harassesent, asd no one else comas foreand aith complaints, In the cabe of this manager, wo later kamed. that the had semble people thils. Clien ezgineers or other technologists are promsbed s the level of maragar, but these is rot a good it, and can be a dianter. "This manager used teedlatiry practices $5 gat back al en ploytas who eemplained about her. People would camplain that she wolls barabe teem in froms of othar emplojees darry staff moeticgs, She played favoulili amping the employess, grating iseolal prialeges to thase indsiduals whom she fived, Other orployed calted these paopie 'Jusk ues.' Her toam suthed fros bw moenle, and would tranthor out of her area as soon as anpthe someone did not work out. Firaly, an incident ocoutted that broke tse issue wide opan and other emeleyees decded I coire foward whit the's complints. There was a wery cacatle erginese on her tram who was wel ked and tespecto by cthee feami inembars. Ite was responalio for tesolving all the diticul cases. The team ass in tho sohware suppo disision ahere troublechooting customars' issues was part of the job. The po levolved taking in cuslotrers on the phen and resolving sottware peotlems. "Call i mes and problem resolution iswuas arero logegd on a menthly banit. Becarate th employee look on corrplicaled cases, lis rebsldion times were knger than the othar erpioyees, as you might imagin This had rever beon a probiom ia the past beseise veryone know he fored the realy deredt problems. He also was pro,ect manager of many projocts thay undertsok in If. Qther engineds cand to timn when they osuldn: 5x somtathin and he always mosphed thei issues as wel. When this manager was hired on to this team, there was lmmediage coef bebweon the two. And lo make a long stayy shor, the reanager decided bo got rid ot this engincer cilng lis cal tmes at issue tesolabion 5 mas wefe too kng. He aasnt even placed on an employe irprovement plan - standard protocel the compariy for underperseming erployeos. However, everybhe knew that she fred him because she didnt lhe he This caused more fegs, yef, but it alse chused reseriment. Emplayees no langer had an expenenced mentor they co: ge lo fee hels with difleut caeos. Cili times went ep for everyphe, and so did the amcunt of lime in took to rerolve issu Calls stayed lenger in the queve as wel. The wfect backfred on her, because she now had the righest hmover rate the Suppont Divion. Wo started hearing from othec emplayees abeut her lack of people shills and other issues. "Fina upper managernent decided to move har to a position where she could use her lectrieal skil5, but she wouldnit he solution, since she had proven skits that could beneft the comgany.: Sourco; Case Studees in Project, Program, and Organizatonal Project Management, 2010) Dmgan Z. Musesevi, Peer Patanaks \& Satin Srivanraboont dehn Wier 8 Sons, lna. Al rights reserved 1.2. The identification of stakeholders in the project cannot be accurate unless project teams and management are aware of and have a clear understanding of stakeholder's influential attributes. Discuss your understanding of the below stakeholder's influential attributes to assist Janet and her team better manage all their stakeholders. (20 Marks) a) Power b) Legitimacy c) Urgency d) Interest e) Proximity