Question: Read the case and fill in the case analysis model.

Case: Charlies Example Concepts to consider in analysis: Indigenous Peoples and Culture | Motivation | Self-concept | Self-Fulfilling Prophecy | Personality Types| Hofstede Cultural Dimensions | Theory X and Theory Y | The Big Five | EVLN Model | Stress | Team Dynamics | Communication | Conflict | Power and Influence | Negotiation | Leadership | Organization Culture SITUATION Charlie Young loved growing up on the Shishalh First Nation territory, part of the Sechelt Peninsula situated in beautiful British Columbia. Charlie was proud that in 1986, the Shishalh First Nation was the first aboriginal community to achieve self- government in Canada. He was young enough to have been spared the residential school experience, even though the negative cultural impacts were still felt in his community. Keeping his culture alive and sharing it with others was important to him. As part of the Shishalh First Nation, he had taken on their spirit of renewal and entrepreneurism. Indeed, the Shishalh First Nation had gone on to become one of the most active and successful Bands in British Columbia. Charlies childhood home sat facing the ocean and his best memories were sitting on the beach and looking out at the broad horizon, imagining lifes challenges and possibilities. While this case is based on a fictitious situation and does not represent any real organization or characters, details of the Shishalh First Nation are historically accurate. Now, Charlie found himself in Vancouver. He had completed his studies in college and was working as an information systems developer for a small company. He had always enjoyed the outdoors and wanting to know how nature made things. He was curious by nature, and this had led him to the world of computing and creating new tools with just zeros and ones. He programmed geographical information systems trying to mimic mother natures topographical complexity so that natural resources could be mapped. As an INTP, Charlie loved solving problems and getting things done. No one else in his family had chosen technology work. His two brothers worked mainly in construction and his sister worked as a healer in Sechelts wellness clinic. During the summer months, his brothers would take two months off for fishing where they would gather enough salmon for their families and always provided some of the catch for Elders in the village. Charlie was proud of his Indigenous roots and often missed those days gazing out over the ocean. But most of all, he missed his family. He made a point of talking with at least one family member each week and also joined his brothers fishing for some part of the summer. Charlie was an introvert, getting his energy from his thoughts, ideas and feelings. When seeking a company to work with, Charlie was attracted by the values, reputation, and management work styles of Harmony GIS Systems. Harmony promised openness and honesty in all relationships. That was important to him. They were also known for providing quality win-win solutions supporting sustainable resource exploration and harvesting in addition to being a responsible and ethical employer. While this case is based on a fictitious situation and does not represent any real organization or characters, details of the Shishalh First Nation are historically accurate. 2021 Pomponia Martinez COMM292 FALL 2021 V.1.0 Page 2 of 7

Under CEO Debbie Huang, Harmony had become recognized as a leader in the GIS surveying industry and was known for providing leading systems to map and detect the health of forests and agriculture in the province of British Columbia. Charlie felt connected to his co-workers and enjoyed the calm and challenge of the work environment at Harmony. Recently, Harmony had hired Ed Wilson as the new GIS Development Manager. Charlies previous manager, Ted Brown, had left a lasting positive mark on work autonomy and creativity amongst his team. Charlie recalled how Teds favourite saying was follow Charlies example. Ted had appreciated Charlies inclusive attitude towards his team and his creative problem-solving mind-set. Charlie was often calling short, ad hoc meetings to ask his team members for input on a certain program design or solution that he might be working on. He used a talking circle and talking stick within this team as a way of bringing part of his culture to work with him. His team flourished in his open and inclusive management style. They knew he was always there and happy to listen, understand and help whenever needed. Ted had recently retired, and Charlie hoped that Ed would continue in the same management style as Ted, of trusting his team to do their best work. It was two weeks since Ed had joined Harmony from Omni Mapping Inc., a large American competitor. Ed had convinced Debbie that he was a great fit at Harmony because of his experience in GIS, love of the environment and team building. He While this case is based on a fictitious situation and does not represent any real organization or characters, details of the Shishalh First Nation are historically accurate.

explained how a re-organization at Omni, had left him without a job and that he had moved from Seattle to work in Vancouver, BC. Debbie had hired Ed telling him that the team would provide a performance evaluation after three months that would determine his future at Harmony. She was confident that if his espoused values translated to actions, that these actions would be in alignment with the companys values and consistent with what his team would value. Charlie had just started the development phase of a major project, with his team of six software engineers and application specialists. His focus was on building a water guidance system based on levels of water absorption in vegetation of GIS mapped vineyards. The system would create maps that would activate watering systems so that only plants needing more moisture would receive water. The system was designed to support water and energy conservation and his team was excited that Debbie had given them the go-ahead to start. Charlie felt his team would do a good job, given that they had been working on this project before Teds retirement. He knew that his team members were capable and had the skills and motivation to complete the project successfully in the coming three months. They had already agreed on team roles and responsibilities and were set to go. Without a doubt, Charlie was surprised to learn at the start of work on Monday, that Ed would be taking over the project. Ed told Charlie that he wanted to help the team, and that the best way to do that, since he had recently completed an almost-identical While this case is based on a fictitious situation and does not represent any real organization or characters, details of the Shishalh First Nation are historically accurate.

project in another company, was to assume control. He wanted Charlie to start working on a newer project that Debbie had just brought in. Ed assembled the team and told them that he was now in charge and all communication and progress updates should come through him. He was to be updated each Monday and Wednesday morning and would review and oversee their work on a daily basis. As well, Ed wanted end-of-day reports from each team member. Oh, and yes, he also wanted a design review in case Charlies approach wasnt right. Because of project urgencies, Ed had also cancelled any summer vacation plans for team members. Annie and Talwinder, engineers on the project, grumbled that this did not make any sense. They tried to tell Ed that the customer had already signed off on the design and was happy with the approach that the team proposed. Ed wasnt interested in the explanation and accused Annie and Talwinder of wanting to stall the project. Ed felt his success would come from tightly controlling the team, since this was what he was used to doing. He was sure that these team members were no different from the engineers he had worked with in Seattle, with individualist attitudes which could get in the way of progress. With now four weeks of constant overseeing, the tension was becoming unbearable for what had been, Charlies team. Team members agreed that Annie and Talwinder should talk to Debbie. Meanwhile, Charlie had heard through the grapevine that the watering project was off track because of team member stress leaves due to project While this case is based on a fictitious situation and does not represent any real organization or characters, details of the Shishalh First Nation are historically accurate.

manager conflicts and work overloads. He had even heard that Annie and Sandy were thinking of leaving Harmony and he knew that Talwinder was off sick. He knew holidays had been cancelled and personal plans disrupted. Also, the project was going nowhere. What would his Elders do he thought? They would look for wholistic and positive solutions by listening, learning, and talking to understand. This should be a growing experience for everyone. With this in mind, Charlie sat down with Debbie for a discussion of his concerns for the team and a productive way forward. Debbie was grateful for Charlies counsel regarding the project teams challenges and needs. They both thought it appropriate to hire your team of Organizational Behaviour consultants to provide recommendations to return the team to health, productivity, and service.

CASE ANALYSIS MODEL:

The following represent the action steps that you will probably need to take in working through your case study project. You will not necessarily submit the evidence from each step in your report, but the analysis done at each step will provide the necessary foundation upon which to write your report.

Step 1:

Inventory of Facts

Brief listing of key facts (people, places, events, dates, results, etc.) in the case.

Step 2: Statement of Problem(s)

Concise statement of major problem(s)/ issue(s) in the case; problem(s) / issues(s) stated as things to corrected, resolved, or improved. Group any related problems / issues together.

Step 3: Analysis of Causes

Identification and analysis of all possible causes of the problem(s) / issue(s) in the case.

Step 4: Theory Application l

Identification of all theories, models or practices that might apply to these problems/issues and their causes.

Step 5: List of Possible Solutions

Identification of possible solutions to each problem/issue as stated; what objectives are achieved with each solution?

Step 6: Justification of Preferred Solution(s)

Presentation of recommended solution(s) and justification for your choice(s). You should not present every possibility; rather you should limit yourself to presenting the most convincing, cohesive solution (s).

Step 7: Evaluation of Preferred Solution(s)

What are the implications (positive and negative consequences) of your decision(s)?

Step 8: Theory Application ll

Which theories or practices are most applicable in this situation? Why? Use the theories to help you determine and justify your choice of solution(s).

Step 9: Implementation

How would you introduce and carry out (if required) your solution(s)? Provide specific action plans for short- and long-term time frames. These should be considered as part of your recommendations.

Step 10: Results

After identifying and applying changes to this situation, what results would be evident. Be specific regarding how the organizations results would be improved, both now and in the future.