Case Study Chapters 3 and 4. Please post both case studies as one MS Word document. Note: iau.la/im/mgt500.pdf the link to the textbook

Chapter 3 – Listo Systems : The Employees’ Impact on the System

One of the key reasons for Listo Systems’ early success and growth was the dedication and commitment of the employees. Employees worked hard to achieve the clear goals set by management. They were asked for their opinions regarding the direction in which Listo Systems was heading. Employees were engaged and felt empowered to make decisions regarding how and when the work got done.

Answer the following questions by applying the concepts learned in Chapter 3. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:
What theories and/or studies could be applied here to better understand what is motivating employees at Listo Systems?

Chapter 4 – Listo Systems: The Challenge of a Growing Organization

Listo Systems’ VISION statement is: “To be recognized as a leader in supplying quality graphic design products and services to our customers and to be respected by our clients and staff.”

Listo Systems’ MISSION statement is: “We strive to develop superior graphic design products and services for our users through state-of-the-art technology, innovation, teamwork, and leadership.”
Following their early success and growth, Listo hired a number of new managers and employees. In response to the expansion of staff, Listo reorganized by adding layers of supervisors and managers between executive management and line staff; however, growth occurred so rapidly that proper training was not provided to the new employees. Management was less concerned with the employees’ opinions and was more focused on production and profit. Instead of enlisting employees’ opinions, more directive orders were given. The change and increased complexity associated with adding new layers to the hierarchy resulted in the organization’s goals and objectives becoming unclear. Employees began to complain about the new bureaucratic processes and the slow pace of decision making. While the organization has been growing in size, productivity has slowed and quality has decreased. The turnover rate is higher than it has ever been, and the amount of sick days that people take has doubled over the past few years.

Answer the following questions by applying the concepts learned in Chapter 4. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

Using the above scenario, consider Organizational Level 1: Key Players (Stakeholders) and Business Ideas (Purpose). Which Leadership Challenge response is most appropriate: Establishing, Refining, or Monitoring? Using the theories discussed in Chapters 1-4, explain why you chose that response.
Using the above scenario, consider Organizational Level 2: Entity (Culture) and Strategy (Mission). Which Leadership Challenge response is most appropriate: Defining, Shaping, or Publicizing? Using the theories discussed in Chapters 1-4, explain why you chose that response.
Using the above scenario, consider Organizational Level 3: Departments (Units) and Key Results (Success Factors). Which Leadership Challenge response is most appropriate: Involving, Facilitating, or Communicating? Using the theories discussed in Chapters 1-4, explain why you chose that response.
Using the above scenario, consider Organizational Level 4: Teams (Groups) and Goals (Objectives). Which Leadership Challenge response is most appropriate: Focusing, Unifying, or Connecting? Using the theories discussed in Chapters 1-4, explain why you chose that response.
Using the above scenario, consider Organizational Level 5: Individuals (People) and Tasks (Jobs). Which Leadership Challenge response is most appropriate: Enabling, Engaging, or Empowering? Using the theories discussed in Chapters 1-4, explain why you chose that response.