Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Assignment 2 MGT101 (1st Term 2021-2022)

Case Study

Deadline: 20/11/2021 @ 23:59

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st

CRN:

Academic Year: 1442/1443 H, 1st Term

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: /5

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

This assignment is an individual assignment.

Due date for Assignment 2 is by the end of Week 11.(20/11/2020)

The Assignment must be submitted only in WORD format via allocated folder.

Assignments submitted through email will not be accepted.

Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-2 students will able to understand the

1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

2. Relate motivational theories to motivating and demotivating factors.
3. Know and discuss manager’s role in motivating employees.

Assignment-2

Case Study

In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

Q2. What should Salim do to resolve his situation? (1.25 marks)

Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

Page 1 of 4[supanova_question]

Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Assignment 2 MGT101 (1st Term 2021-2022)

Case Study

Deadline: 20/11/2021 @ 23:59

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st

CRN:

Academic Year: 1442/1443 H, 1st Term

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: /5

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

This assignment is an individual assignment.

Due date for Assignment 2 is by the end of Week 11.(20/11/2020)

The Assignment must be submitted only in WORD format via allocated folder.

Assignments submitted through email will not be accepted.

Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-2 students will able to understand the

1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

2. Relate motivational theories to motivating and demotivating factors.
3. Know and discuss manager’s role in motivating employees.

Assignment-2

Case Study

In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

Q2. What should Salim do to resolve his situation? (1.25 marks)

Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

Page 1 of 4[supanova_question]

Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Writing Assignment Help Assignment 2 MGT101 (1st Term 2021-2022)

Case Study

Deadline: 20/11/2021 @ 23:59

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st

CRN:

Academic Year: 1442/1443 H, 1st Term

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: /5

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

This assignment is an individual assignment.

Due date for Assignment 2 is by the end of Week 11.(20/11/2020)

The Assignment must be submitted only in WORD format via allocated folder.

Assignments submitted through email will not be accepted.

Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-2 students will able to understand the

1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

2. Relate motivational theories to motivating and demotivating factors.
3. Know and discuss manager’s role in motivating employees.

Assignment-2

Case Study

In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

Q2. What should Salim do to resolve his situation? (1.25 marks)

Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

Page 1 of 4 [supanova_question]

Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Assignment 2 MGT101 (1st Term 2021-2022)

Case Study

Deadline: 20/11/2021 @ 23:59

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st

CRN:

Academic Year: 1442/1443 H, 1st Term

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: /5

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

This assignment is an individual assignment.

Due date for Assignment 2 is by the end of Week 11.(20/11/2020)

The Assignment must be submitted only in WORD format via allocated folder.

Assignments submitted through email will not be accepted.

Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-2 students will able to understand the

1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

2. Relate motivational theories to motivating and demotivating factors.
3. Know and discuss manager’s role in motivating employees.

Assignment-2

Case Study

In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

Q2. What should Salim do to resolve his situation? (1.25 marks)

Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

Page 1 of 4[supanova_question]

Teradyne On August 2nd, 2001, Teradyne, Inc. (NYSE: TER) of Westford, Massachusetts

Teradyne

On August 2nd, 2001, Teradyne, Inc. (NYSE: TER) of Westford, Massachusetts announced that it would be acquiring GenRad, Inc. (NYSE: GEN), a leading manufacturer of automatic test equipment and related software. Under the terms of the definitive agreement, each share of GenRad stock would be converted into .1733 shares of Teradyne stock. At the close of the New York Stock Exchange on August 1st, Teradyne stock was valued at $35.10 effectively valuing the acquisition at roughly $260 million including an assumption of $85 million in debt. Teradyne believed that the acquisition would initially be dilutive, but expected through synergies and an increase in demand, would become accretive in 2002. Scheduled to close in the fourth quarter of 2001, the acquisition was dependant on GenRad shareholder and government regulator approval.

By September 2001, the economic condition of the United States had deteriorated. Accelerated by the terrorist attack on New York’s World Trade Center Towers, American consumers further withdrew from traditional spending habits. During the month, Teradyne announced an unexpected third quarter loss of approximately $.32 per share. Previous analyst loss estimates were approximately $.11 per share. Amidst the economic turmoil and financial performance, the company began to eliminate 1,000 employees and reduced salaries of up to 15% for higher paid employees.

Under the circumstances, the acquisition of GenRad may be in question. The board had to decide whether or not this was the right time to undertake such a complex integration and if the economy would recover in time to have the transaction contribute to earnings on schedule.

On the last trading day in September, Teradyne’s stock closed at $19.50 and GenRad finished the month closing at $3.27 per share.

Teradyne

Corporate Background

Teradyne manufactures automatic test equipment and related software for the electronics and communications industries. The company also is a leading manufacturer of connection systems used in the testing of electronic systems.

In December 2000, the company sold a controlling interest in its software testing business to an investor group. Teradyne remains a minority shareholder in the new company under the name Empirix.

The products designed and sold by Teradyne are used in the design and testing of a large number of semiconductor products including logic, memory, mixed signal, and integrated circuits.

Electronic manufacturers who assist in the design, inspection, and testing of circuit boards and other electronic assemblies primarily use the company’s circuit board test and inspection systems. Similar to semiconductor test systems, the circuit board test systems improve electronic product performance, increase product quality, shorten a manufacturers time to market, assist in manufacturing, minimize labor costs, and increase production yields.

The company also manufacturers broadband test systems used by the communications industry for Internet testing, customer service, and voice network maintenance.

Most of the company’s test systems are complex and require support both from the customer as well as Teradyne. Pricing for these systems can reach $4 million or above. As of the year ending December 2000, no single customer accounted for more than 10% of the company’s net revenue. The largest three customers accounted for 21% of revenue in 2000.

The distribution and sales of Teradyne’s products are conducted both inside and outside the United States. While the company has sales offices throughout North America, it also maintains sales and service offices throughout South East Asia, Europe, Taiwan, Japan, and Korea. Almost all of the company’s manufacturing is done in the United States, but a majority of the revenue comes from outside the U.S. International sales accounted for 54% of total revenue in 2000, 52% in 1999, and 46% in 1998. Risk associated with international business tend to be country or region based and include political and economic instability, unfavorable trade policy, fund transfer problems, currency fluctuations, distribution, tax rates, and the ability to collect accounts receivable funds.

Teradyne has never paid a cash dividend and has maintained a policy to use earnings to finance expansion and growth.

Competition

Teradyne participates in a highly competitive environment that covers all of its business segments. Competitors are constantly improving products that may or may not be an improvement over Teradyne’s products. It is therefore essential that the company continue to invest heavily in itself to further improve and create new products for the marketplace.

Employees & Corporate Headquarters

As of December 2000, Teradyne employed approximately 10,200 persons. The company has never experienced any labor problems and does not have any employees that are members of a collective bargaining group.

Research and Development

For Teradyne to continue to compete in the marketplace, it needs to invest in both new product development and the improvement of its existing product base. In 2000, the company invested $300.9 million for new and existing products. Expenditures for research and development in 1999 and 1998 were approximately $228.6 million and $195.2 million. Research and development accounted for approximately 10% of total net revenue in 2000, 13% in 1999, and 13% in 1998.

Regulatory Issues

While the company has not experienced any significant costs associated with its compliance with numerous regulations designed to protect the environment, it cannot predict the future expenditures associated with regulatory compliance. Some of the environmental laws that impact the business include The Comprehensive Environmental Response, Compensation, and Liability Act, The Superfund Amendment and Reauthorization Act of 1986, The Occupational Safety and Health Act, The Clean Air Act, The Clean Water Act, The Resource Conservation and Recovery Act of 1976, and The Hazardous and Solid Waste Amendments of 1984.

GenRad

Corporate Background

GenRad, Inc. provides electronic manufacturing productivity solutions for contract and original equipment manufacturers of wireless and handheld devices, personal computers, business servers, DSL and other broadband switching and routing technologies, and other equipment devices used for the Internet and electronic commerce. While primarily located in the United States, GenRad also maintains facilities in Western Europe and Southeast Asia.

GenRad is organized into three business lines, each supported through its support and services division:

Process Solutions

The Process Solutions is based in Westford, Massachusetts and is comprised of seven lines of products primarily focusing on in-circuit test, x-ray test, and re-work solutions for electronic manufacturers. Products under this division range in price from $25,000 to $1,000,000.

Functional Solutions

Based in Westford, Massachusetts, the Functional Solutions division sells and markets functional test platforms for manufacturers of telecommunications, computers, and automobile electronics. Systems under this division typically sell for as little as $100,000 with a ceiling of approximately $500,000.

Diagnostic Solutions

GenRad, through its Manchester, UK facilities, provides customers with a wide array of diagnostic and information solutions tying design, manufacturing, and service into a single vision. This division accomplishes this goal through the its software and hardware solutions for the automotive and transportation customers, as well as other independent service providers.

Support and Services

Through its Support and Services Division, GenRad provides customers with on-site and remote support, maintenance programs, and programming and training to enable customers to optimize their GenRad hardware and software products.

Competition

GenRad participates in an intensely competitive industry. Competition from both domestic and foreign corporations exists across all business segments. Some of the competing companies are substantially larger than GenRad and have easier access to resources. Some of the company’s principal competitors are Agilent Technologies, Teradyne Corporation, Siemans A.G., and Bosch. GenRad, in order to overcome its competition, targets customers’ specific needs and carves out a niche rather than competes on a large, broad basis. The primary competitive factors are product performance, customer applications, engineering, customer support and service, and pricing. For GenRad to continue to compete in each of its product segments, research and development will play an ongoing critical component of the company’s strategy.

GenRad sells and supports its products primarily through an in-house sales and service team. Currently the company maintains sales offices in the United States, Mexico, the United Kingdom, Germany, France, Switzerland, Italy, Sweden, the Netherlands, Singapore, and Malaysia. The company will also contract with independent companies throughout the world to provide sales and service support in areas not directly covered by GenRad’s sales and support teams.

Employees & Corporate Headquarters

As of December 2000, GenRad employed 1,524 total employees including contracted employees. As a comparison, in the prior year, the company had 1,296 total employees. As of December 2000, no employee was a member of a collective bargaining agreement.

Customer Base

GenRad primarily targets and delivers products and services to original equipment manufacturers of electronics, electronic components and peripherals, contract electronics manufacturers, and transportation and automotive companies. While these industries make up the largest share of the company’s sales, other smaller manufacturers are also focused on for future sales.

One of GenRad’s primary customers is Ford Motor Company providing the automotive manufacturer with diagnostic equipment to assist Ford’s dealers with the problem testing of electrical systems in Ford vehicles. At year-end December 2000, Ford accounted for approximately 22% of consolidated accounts receivable. For the years ending 1998, 1999, and 2000, the Ford business accounted for approximately 11%, 31%, and 20% of consolidated revenues.

Research and Development

One of the keys to GenRad’s continued success is the development of new products and the improvement of existing products on the market. Most expenditures in research and development are primarily associated with the hiring of staff and the improvements in software and hardware in all of the company’s product segments. In 2000, the company spent approximately $29.0 million in research and development. Expenditures in 1999 and 1998 were $20.0 million and $19.0 million.

Expansion through Acquisition

GenRad had expanded through the years, utilizing both same store growth and acquisition. In April 2000, the company purchased Autodiagnos AB, an automotive aftermarket diagnostic software and equipment vender based in Stockholm, Sweden with offices in England, the Netherlands, Germany, and the United States. For substantially all of the outstanding stock, GenRad paid $26.7 million in cash and included the assumption of $6.0 million in debt. Legal and accounting expenditures for the transaction totaled $1.3 million.

Earlier in March 2000, the company acquired the assets of Nicolet Imaging Systems and the outstanding stock of Sierra Research Technology located in California and Massachusetts for approximately $40 million in cash. The transaction enabled the company to expand its x-ray inspection technologies and its repair/re-work equipment business.

In April 1998, GenRad purchased certain assets of the Manufacturing Execution Systems business of Valstar Systems Limited of Aberdeen, Scotland for $3.2 million in cash including approximately $0.2 million in acquisition costs.

Conclusion

With the stock market correction and the uncertainty of the immediate future of the United States and global economy, an acquisition of GenRad at this time may not seem appropriate. However, it may prove the key time to invest as interest rates continue to fall and stock prices remain suppressed. With the close looming in the near future, management had to decide on the fate of the deal before it was legally obligated to go through with the transaction.

Exhibit 1

GenRad, Inc.

CONSOLIDATED STATEMENTS OF OPERATIONS

YEARS ENDED DECEMBER 30,2000, JANUARY1, 2000 AND JANUARY 2, 1999

(in thousands, except per share amounts)

2000

1999

1998

Revenue:

$

$

$

Products

275,480

232,362

159,290

Services

66,175

69,586

65,499

Total Revenue

341,655

301,948

224,789

Cost of revenue:

Products

157,257

124,114

80,112

Services

46,694

42,643

38,775

Total Cost of Revenue

203,951

166,757

118,877

Gross margin

137,704

135,191

105,912

Operating Expenses:

Selling, general and admin

80,723

63,216

67,890

Research and development

28,956

20,042

18,962

amortization of acquisition-related intangible assets

7,269

2,831

1,948

Acquired in-process research and development

500

10,097

Restructuring and other charges

1,291

8,753

Loss from impairment of intangible assets

4,906

Arbitration settlement

7,650

Total operating Expenses

118,739

86,089

120,206

Operating income (loss)

18,965

49,102

-14,294

Other income(expense)

Interest income

196

212

399

Interest expense

-8,216

-1,374

-1,163

Other

165

-169

-541

Total other expense

855

-1131

-1,305

Income (loss) before income taxes

11,110

47,771

-15,599

Income tax benefit (provision)

10,537

-277

6,531

Net income (loss)

21,647

47,494

-9,068

Net income (loss) per share:

Basic

0,77

1,66

-0.32

Diluted

0,75

1,6

0

Weighted average shares outstanding:

Basic

28,205

28,669

28,003

Diluted

28,731

29,683

28,003

Exhibit 2

GenRad, Inc.

CONSOLIDATED BALANCE SHEETS

DECEMBER 30,200 AND JANUARY 1,2000

(IN THOUSANDS, EXCEPT PER SHAE AMOUNTS)

2000

1999

Assets

$

$

Current assets:

Cash and equivalents

8,321

6,951

accounts receivable, less allowance of $828 and $ 1,487

114,355

81,276

Inventories

65,551

49,068

Deferred tax assets

12,781

Other current assets

8,445

8,228

Total current assets

209,453

145,523

Property and equipment, net

47,620

43,194

Deferred tax assets

18,410

19,868

Intangible assets, net

91,497

38,686

Other assets

2,625

1,368

Total assets

3,699,605

248,639

Liabilities and Stockholders’ Equity

Current liabilities:

Trade accounts payable

21,427

21,841

Accrued liabilities

11,779

5,921

Deferred revenue

10,185

9,388

Accrued compensation and employee benefits

10,645

6,750

Accrued income taxes

2,987

3,760

Current portion of long-term debt

48,590

2,353

Total current liabilities

105,613

50,013

Long-term liabilities:

Long-term debt

45,050

3,653

Accrued pensions and benefits

8,999

9,175

Lease costs of excess facilities

3,922

Deferred revenue

1,232

1,005

Deferred tax liabilities

3,412

Other long-term liabilities

4,542

4,036

Total long term liabilities

63,235

21,791

Total liabilities

168,848

71,804

Stockholders’ Equity:

Common Stock

30,394

29,877

additional paid-in capital

225,738

221,854

Treasury stock

-31,292

-29,017

Accumulated deficit

-22,419

-44,066

Accumulated other comprehensive loss

-1,664

-1,813

Total stockholders’ equity

200,757

176,835

Total liabilities and stockholders’ equity

369,605

248,639

Exhibit 3

GenRad, Inc.

CONSOLIDATED STATEMENTS OF CASH FLOWS

YEARS ENDED DECEMBER 30,2000, JANUARY1, 2000 AND JANUARY 2, 1999

(in thousands)

2000

1999

1998

Operating activities:

$

$

$

Net Income (loss)

21,647

47,494

-9,068

Adjustments

Depreciation and amortization

25,544

14,928

15,312

Allowances for Acct rec. and inv.

8,260

-3,875

1,520

Stock-based compensation

551

590

639

(Gain) loss on disposal of prop. And eqp.

878

116

-281

Deferred income tax benefit

-11,975

-4,500

-7,500

Acquired in process research and development

500

10,097

Restructuring and other non-recurring charges

1,291

16,403

Loss from impairment of intangible assets

4,906

Increase (decrease) in operating assets and liabilities

Account Receivables

-27,961

-17,386

10,257

Inventory

-17,338

-13,289

-4,120

Other Current Assets

605

-1,159

1,147

Account payable

-2,521

11,425

-2,951

Accrued liabilities

3,896

-10,400

-153

Deferred revenue

1,262

2,705

1,318

Accrued Compensation and employee benefits

-837

-1,602

-6,260

Other Current Assets

-1,327

-1,158

-2,335

Net cash provided by operating activities

2,745

23,889

28,931

Investing Activities:

Purchases of property and equipment

-18,255

-16,241

-15,157

Purchase of subsidiaries, net of cash acquired

-69,729

-490

-4,178

Development of intangible assets

-4,251

-4,886

-6,645

Net Cash used in investing activities

-92,235

-21,617

-25,980

Financing Activities:

Purchases from credit facility,net

87,534

-2,341

-2,433

Proceeds from employee stock plans

2,681

10,154

6,633

Purchase of treasury stock

-2,275

-18,716

-14,958

Net Cash provided by (used in) financing activities

87,940

-10,903

-10,758

Effects of exchange rates on cash

2,920

2,584

-1,078

Increase (decrease) in operating assets and liabilities

e) in cash and equivalents

1,370

-6,047

-8,885

Cash and cash equivalents at beginning of the year

6,951

12,998

21,883

Cash and cash equivalents at end of the year

8,321

6,951

12,998

Exhibit 4

GenRad, Inc.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS

YEARS ENDED DECEMBER 30,2000, JANUARY1, 2000 AND JANUARY 2, 1999

2000

1999

Inventories:

$

$

Raw materials

22,704

13,247

Work in process

31,378

17,891

Finished goods

11,469

17,930

65,551

49,068

Other Current assets:

Prepaid expenses

4,804

4,957

Other current assets

3,641

3,271

8,445

8,228

Property and equipment:

Leasehold improvements

14,376

13,738

Machinery and equipment

69,408

58,748

Service parts

17,381

12,459

101,165

84,495

Accumulated depreciation

-53,545

-41,751

47,620

43,194

Intangible Assets

Goodwill

50,932

22,311

Capitalized and purchased Comp Software

15,486

11,244

Developed Technology

22,510

11,370

Assembled workforce

4,741

1,444

Other intangible assets

21,946

3,182

115,615

49,551

Accumulated amortization

-24,118

-10,865

91,497

38,686

Accrued pension and benefits:

Accrued U.S. pension

1,634

1,795

Accrued foreign pension

4,420

4,526

Accrued postretirement benefit

2,945

2,854

8,999

9,175

Exhibit 5

Teradyne Inc.

ASSETS & LIABILITIES

DECEMBER 31, 2000 AND 1999

2000

1999

ASSETS

$

$

Current Assets

Cash and eq.

242,421

181,345

Marketable Sec.

60,154

66,316

Acct. Rec.

420,040

296,159

Inventories:

Parts

318,790

123,300

Assembled in process

159,123

145,393

Finished Goods

34,650

512,563

268,693

Deferred tax assets

93,958

49,716

Prepayments and other cur. Assets

48,698

45,458

Total current assets:

1,377,834

907,687

Property, plant, and equip.

Land

54,774

41,774

Buildings and improvements

293,124

238,136

Machinery and equipment

831,159

692,383

Construction in progress

75,520

9,693

Total

1,254,957

981,986

Less: Accumulated Dep.

-521,171

-484,247

Net Property,plant and equipment

733,786

497,739

Marketable Securities

161,848

139,752

Other assets

82,400

23,035

Total assets

2,355,868

1,568,213

LIABILITIES

Current Liabilities:

Notes Payable

7,389

8,221

Current portion of long-term debt

169

4,659

Accounts Payable

153,897

104,335

Accrued Employees compensation

158,817

117,314

Deferred revenue and customer adv.

183,465

60,096

Other accrued liabilities

86,637

66,223

Accrued income taxes

28,914

31,478

Total current liabilities

619,288

392,326

Deferred tax liabilities

21,257

13,907

Long-term debt

8,352

8,948

Total liabilities

648,897

415,181

Exhibit 6

Teradyne Inc.

SHAREHOLDER’S EQUITY

Common Stock (0.125$ par value)

21,570

21,290

Additional paid-in capital

334,241

234,198

Retained Earnings

1,351,160

879,544

Total Shareholder’s equity

1,706,971

1,153,032

Total liabilities and shareholder’s eq.

2,355,868

1,568,213

Exhibit 7

Teradyne Inc.

CONSOLIDATED STATEMENTS OF INCOME

Years ended December 31,

2000

1999

1998

(In thousands except per share amounts)

$

$

$

Net Sales

Expenses

Cost of sales

1,669,699

1,047,752

947,174

Engineering and development

300,920

228,570

195,158

Selling and admin.

362,562

256,392

212,885

2,333,181

1,532,714

1,355,217

Income from operations

710,765

258,198

133,934

Interest and other income

30,724

17,307

13,514

Interest expense

-1,841

-1,656

-1,566

Income before income taxes

739,648

273,849

145,882

Provision for income taxes

221,894

82,155

43,765

Income before cumulative effect of chg. in acct pri.

517,754

191,694

102,117

Cumulative effect of chg. In acct. pri.

-64,138

Net Income

453,616

191,694

102,117

Income per share before cumulative effect of chg., in acct pri.

2.99

1.12

0.61

Cumulative effect of chg. in acct.

-0.37

Net Income per common share

2.62

1.12

0.61

Exhibit 8

Teradyne Inc.

CONSOLIDATED STATEMENTS OF CASH FLOWS

(In thousands)

2000

1999

1998

$

$

$

Cash Flows from operating activities

453,616

191,694

102,117

Net Income

Adjustments to reconcile net income to net cash

Deprecation

99,929

85,279

75,351

Amortization

1,933

1,107

953

Charge for excess inventory

23,000

Deferred income tax benefit

-44,242

-4,101

-14,607

Other non-cash income tax benefit

-10,997

4,354

-804

Changes in operating assets and liabilities

Account rec.

-113,930

-76,856

81,630

Inventories

-235,319

-2,346

-16,990

Other assets

7,589

-24,576

-1,184

Accounts Payable

226,798

115,750

-18,530

Accrued income taxes

85,482

77,171

7,685

Net Cash provided by operating activities

470,859

367,476

238,621

Cash flows from investing activities:

Additions to prop, plant, and equipment

-235,189

-119,780

-119,457

Increase in equipment manufacturing

-63,053

-31,376

-44,983

Purchases of held to maturity marketable sec.

-409,180

-177,650

-20,000

Maturities of held to maturity marketable sec.

394,006

118,990

20,000

Purchases of available for sale marketable sec

-177,864

-204,824

-162,092

Proceeds from sales and Maturities

177,104

169,824

224,951

Cash acquired in acquisition

1,885

Net Cash used by investing activities

-312,291

-244,816

-101,581

Cash flows from financing activities:

Payments of long-term debt

-5,283

-1,333

-1,615

Issuance of common stock under stock option

55,263

82,323

26,579

Acquisition of treasury stock

-147,472

-207,819

-51,158

Net cash used by financing activities

-97,492

-126,829

-26,194

Increase(decrease) in cash and cash equ.

61,076

-4,169

110,846

181,345

185,514

74,668

Cash and cash eqi. At the end of the year

242,421

181,345

185,514

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