Read the case study on OPTIMUS MANAGEMENT and answer the questions that follow: "What am I going to do." Tom asked Dr. Jack, head of the Applied Research Division of Optimus International. All the line people assigned to my project are slowing down production and doing other things to cause my project to come in late and way over budget. They are making it necessary for me to pay them for overtime to get a job done that they should not have any trouble whatsoever getting done in the time that I scheduled for it. The customer is calling me daily wanting a progress report on the project. I am getting tired of telling him that we are behind but are trying to get the project back on schedule". Tom Reese is a new project manager on a big $ 50 million project for Optimus, which is a $220 million-a-year firm. This contract amounts to approximately one-fourth of the firm's yearly business: if it goes well, there is a promise of follow-on business of increasing contract values. Tom was hired for the job of project manager specifically for this project because he had a reputation of being a very good project manager that got the job done on schedule, under budget, and with the highest of quality. The executives of the company felt that they needed someone of this caliber for this job. This action angered many of the employees because the historical position of the company has been one of promoting people from within Many of the employees felt that Mike Johnson, the present line manager, should have gotten the new project manager's job. Therefore, the people were doing substandard work on the project to ruin Tom's reputation. I need your help to get through to Mike Johnson and his people that this is a very important project for the company. We must bring this project on schedule and not overrun the cost either. They need to understand that they are just hurting themselves by slowing down this project" said Tom. "I need your help to get through to Mike Johnson and his people that this is a very important project for the company. We must bring this project on schedule and not overrun the cost either. They need to understand that they are just hurting themselves by slowing down this project" said Tom. "Well," said Dr. Jack. "That is your problem. You are the high - powered project manager on this project. You are supposed to be able to work with all the people that you need to handle your project. Isn't that the job of the project manager? You solve the problem." Yes, that is the job of the project manager," said Tom, "and I have tried, but Mike Johnson won't listen to me. He says that I have no authority over him and that you, our boss, will have to tell him to do thing differently. In the mean time he just keeps right on allowing his people to waste time and money by causing delays in my project that is getting the customer very unhappy. If we don't do well on this contract, then our customer may not award us the lucrative follow-on contracts that are being proposed for this project." "He is absolutely right about the authority level," said Dr. Jack, but I am still leaving it up to you to get this problem solved; if we lose the follow-on contracts, then heads will roll. Do you understand?" a. Is promotion from within a company a good policy? Why or Why not? b. Identify some of the potential problems associated with putting personal interests above company goals. c. Why is Dr. Jack not cooperating in solving the project problems? [3 -3 +3 = 9]