When Whitlock Manufacturing won a contract from a large auto manufacturer to produce an engine to power its flagship sports car, Art Weinstein was thrilled to be selected as project manager. The engine, of Japanese design and extremely complex, has gotten rave reviews in the automotive press. This project has dramatically enhanced the reputation of Whitlock Manufacturing, which was previously known primarily as a producer of outboard engines for marine use.

Weinstein and his team of engineers have taken extraordinary pride in their work on the project, but their excitement was dashed by a recent report of serious engine problems in cars delivered to customers. Fourteen owners of cars produced during the first month had experienced engine seizures. Taking quick action, the auto manufacturer suspended sales of the sports car, halted current production, and notified owners of the current model not to drive the car. Everyone involved knows this is a disaster. Unless the engine problem is solved quickly, Whitlock Manufacturing could be exposed to extended litigation.

As the person most knowledgeable about the engine, Weinstein has spent two weeks in the field inspecting the seized engines and the auto plant where they were installed. In addition, he has carefully examined the operations and practices in Whitlock's plant where the engine is manufactured. He isn't aware that anyone on the team nor the team as a whole has the competence to help with this decision. However, his natural inclination is to involve the team members as much as possible in making decisions and solving problems. He not only values their input, but he also thinks that by encouraging greater participation, he strengthens the thinking skills of team members, helping them grow and contribute more to the team and the organization.

Finally, involving them will likely increase the probability that they will commit to and support the decision. Weinstein will present the decision at the team meeting the following morning, after which testing and correction of the engine problem will begin.

1.Given these facts, Weinstein should:

a.Decide

b.Consult individually

c.Delegate

d.Facilitate the decision

2.All the facts in the original problem statement remain, except Weinstein does not consider himself an expert on this issue. Given these facts, the leader should:

a.Decide

b.Consult the group

c.Consult an individual from the group

d.Facilitate the decision

Problem Statement II (Please read the facts carefully)

OBA, Ltd. has experienced a sales decline from its customers outside the U.S. Consequently, the leadership has decided to diversify its senior management ranks and is considering how much input into the selection process to provide its existing employees. While this is a major decision for OBA's customers, it is also critical that company employees accept and are committed to these decisions. The leadership team has on staff a top-notch HR partner who is certified in the field and has considerable experience with executive recruitment. This individual has received praise for the open and transparent way he recruits executives. Unfortunately, there is no one in the group who has had similar relevant experience, and the same can be said for the team. It is highly likely that employees will support and commit to the decision as long as they believe the selection process has been nonbiased and fair.

3.Given these facts, the leader should:

a.Decide

b.Consult the group

c.Delegate

d.Facilitate the decision

4.All the facts in the original problem statement remain, except that there is no expertise on the leadership team and employees are less likely to commit to the decision. Given these facts, the leader should:

a.Decide

b.Consult the group

c.Consult an individual from the group

d.Facilitate the decision

5.Diversifying its executive team is significant for OBA's customers. However, the organization is very hierarchical, and executive team decisions will have no effect on the work that employees perform daily. All other original problem statement facts remain. In this instance, the leader should:

a.Decide

b.Facilitate

c.Consult the group

d.Delegate

6.Diversifying its executive team is significant for OBA's customers. Additionally, the organization structure is decentralized, and individuals selected for these executive roles are expected to work closely with low-level employees to achieve their goals. There is no expertise on the leadership team, nor is there expertise among the employee group. Employees have tremendous trust in the leader and know that he has their best interests in mind. All other problem statement facts remain. In this instance, the leader should:

a.Facilitate

b.Delegate

c.Decide

d.Consult an individual from the group

7.Although non-U.S. sales have slumped, OBA has determined that the diversification of its executive team would have little or no effect on improving OBA's position. Even so, there is one executive-level position that the company needs to fill. The organization structure is decentralized, and executives are expected to work closely with low-level employees to achieve their goals. Employees have tremendous trust in the leader and know that he has their best interests in mind. All other problem statement facts remain. In this instance, the leader should:

a.Facilitate

b.Decide

c.Delegate

d.Consult the group

Problem Statement III (Please read the facts carefully)

Sean Supervisor manages production at ABC Corporation. After reading an HR Magazine article on the positive effects of increased relaxation on employee health, Sean is convinced that ABC Corp needs to increase the number of vacation days for its employees. Additionally, Sean has heard rumors that many employees are seeking employment elsewhere, putting pressure on the corporation's already rising turnover rates. Sean was recently admonished by his director to keep turnover rates below industry average, or he could lose his job. Sean would typically seek employee input on such a major decision. He realizes how critical it is that employees accept and commit to this decision. After all, Sean knows that employees will support and commit to any policy that provides his employees with more, not less time off. Time is of the essence, and a decision must be made quickly. Fortunately, Sean belongs to a local SHRM (Society for Human Resource Management) group with a compensation expert with whom he can consult.

8.Given these facts, Sean should:

a.Decide

b.Consult the group

c.Delegate

d.Facilitate the decision

9.Neither Sean nor anyone in the organization can be considered an expert on vacation policies. All other original problem statement facts remain the same. In this instance, what should Sean do?

a.Decide

b.Consult individually

c.Consult the group

d.Delegate

Problem Statement IV (Please read the facts carefully)

Annie is the senior VP for a major corporation. Annie SVP is considering changing the dress code from a formal business attire policy to a business casual policy. Morale has been low, and productivity has suffered as a result. Annie SVP believes relaxing the dress code will increase employee morale. Employees have had incredibly strong opinions and have been very vocal about this topic in the past. Though they have strong opinions, most employees know very little about casual dress policies, even what constitutes business casual wear in most companies. Annie is extremely aware that changes in culture, dress codes, and the like require employee commitment or they will fail. Annie SVP has done a great deal of research herself on casual wear, from how to make the change to the mostly positive effects the move to casual wear has had on employees. One could say she's an expert! She is also aware that if she makes this change without at least considering her employees' views, they will likely be angry and will neither support nor commit to any change she makes.

10.Given these facts, Annie SVP should:

a.Decide

b.Consult the group

c.Delegate the decision

Facilitate