Please read the case for Critical analysis :) First and second page. In the end I need the answer for the question number 3.Thank you

UH \"I don't really understand it,\" Wheeling remarked. \"I've talked to Cam. He seems like a nice guya hard worker, intelligent, dedicated. He pushes his crew, but he's not a control freak.\" \"He actually implemented several of the suggestions from last year's survey,"Zeitland said. \"From all reports and my own observations, Cam has more presence in the department and has increased the number of meet ings. He appears to have at least attempted to open up communications. I'm sure he will be as bafed as we are by these new results because he [Jar put forth effort.\" \"Employees mentioned some of these improve- ments, but it's not altering the scores. Could it merely be a reection of his personalityP\"Wheeling asked. \"Well, we have all kinds of personalities through- out management. He's very knowledgeable and very taskoriented. I admit he has a way of relating to peo ple that can be a little standoish, butI don't think it's always necessary to be slapping everyone on the back and buying them beers at the local pub in order to be liked and respected and ...\" \". .. in order to get high scores?\"Wheeling nished his sentence. \"Still, the low percentage of 'favorable' scores in relation to 'unfavorable'and even 'neutral'. . .\" her voice trailed o' momentarily. \"That's the one that gets me. There are so many 'neutral' scores. That's really strange. Don't they have an opinion? I'd love to esh that one out more. It seems that in a sea of vivid colors, he's beige.\" \"It's like he's not there,\" Zeitland said. \"The response doesn't tell me that they dislike Cam; they just don't see him as their manager.\" Wheeling laughed. \"Maybe we can wrap him '- gauze like the 'Invisible Man,\" she joked. The joke appeared lost on Zeitland. \"That invis ibility leaves him disengaged Look at the comments.\" Chapter 2 The Environment and Corporate Culture He scrolled down. \"Here's a followup comment: Employee Engagement: Are you kidding? And here s another: Advocacy: I don't thin]: and I don't behave anyone here thinks he would go to batfor us. \" \"I know,\" Wheeling said. \"On the other hand, many of their remarks indicate they consider him fair in areas like distribution of workload, and they score him decently in the area of followthrough in achieving company goals. But overall satisfaction and morale levels are low.\" \"That's what I don't understand,\" Zeitland com mented. \"Morale and producvity are normally so strongly linked. Morale in this case is blah, blah, blah, and yet these guys manage to perform right up there with every other division in the company. So they're doing it. They just don't like it or nd any sense of fulllment.\" \"Does Cam?\" \"Interesting question,\" Zeitland agreed. \"So, how do we help Cam improve these scores in the coming year?\"Wheeling asked. \"What positive steps can he take? Id at least like to see an tip-or- down votenot all of this neutralityon his man agement skills and job performance.\" Questions 1. Do you think Zeitland's desire for changes in culture are related to changes in the external en- vironment? Explain. 2. What additional investigation might Wheeling In which quadrant of Exhibit 2.8 would you place Cam? What are some steps that you would recommend Cam consider to better connect with the employees who report to him? plans, pricing strategies, partnership a and other documents, most of them clearly marked pany's benefit, but make c "proprietary and confidential." When Miquel asked you don't want him passing confidential infor- where the documents came from, his boss told him mation to you in the future. If he threatens to with a touch of pride that he had taken them right fire you, threaten to leak the news to the press. off the competing firm's server. "I got into a private section of their intranet and downloaded everything 2. Confront your boss privately and let him that looked interesting," he said. Later, realizing that know that you're uncomfortable with how the Miquel was suspicious, the boss would say only that documents were obtained and what possession he had obtained "electronic access" via a colleague and of them says about the company's culture. In had not personally broken any passwords. Maybe not, addition to the question of the legality of using Miquel thought to himself, but this situation wouldn't the information, point out that it is a public pass the 60 Minutes test. If word of this acquisition of relations nightmare waiting to happen. a competitor's confidential data ever got out to the press, the company's reputation would be ruined. Talk to the company's legal counsel and contact Miquel didn't feel good about using these materi- 3. the Strategic and Competitive Intelligence Pro- als. He spent the afternoon searching for answers to fessionals for guidance. Then, with their opin his dilemma, but found no clear company policies or ions and facts to back you up, go to your bos. CASE FOR CRITICAL ANALYSIS Not Measuring Up From the outset, Zeitland insisted on employee hon- "I must admit, I'm completely baffled by these scoring esty in scoring managers and providing additional com- results for Cam Leslie," Carole Wheeling said as she ments for the surveys. "We can't change what we don't and company CEO Ronald Zeitland scrolled through know," Zeitland instructed employees in meetings two the latest employee surveys for middle management. years ago. "This is your opportunity to speak up. We're For the second year, RTZ Corporation used not looking for gripe sessions. We're looking for con- Wheeling's consulting firm to survey and score manag- structive analysis and grading for what we do and how ers. An increasingly younger workforce, changing con- we do it. This method assures that everyone is heard. sumer tastes, and technology changes in the industry Every survey carries equal weight. Changes are coming had caused Zeitland to look more closely at culture and to this organization. We want to make those changes employee satisfaction. The goal of this process was to as easy and equally beneficial as possible for everyone." provide feedback in order to assure continuous improve- Now, two years into the process, the culture was ment across a variety of criteria. The surveys could be showing signs of changing and improving. used to highlight areas for improvement by showing "The results from last year to this year show over- manager and company strengths and weaknesses, antic- all improvement," Wheeling said. "But for the second ipating potential problem areas, providing a barometer for individual job performance, and as a road map for year, Cam's survey results are disappointing. In fact, transforming the culture as the company expanded. there appears to be a little slippage in some areas." Zeitland leaned back in his chair, paused, and looked at the survey results on the screen