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    Century Medical New Boss

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    Please help with the following questions. This case is found in the following text book: The Leadership Experience, third edition by Richard L. Daft.

    The New Boss

    Sam Nolan clicked the mouse for one more round of solitaire on the computer in his den. He'd been at it for more than an hour, and his wife had long ago given up trying to persuade him to join her for a movie or a rare Saturday night on the town. The mind-numbing game seemed to be all that calmed Sam down enough to stop agonizing about work and how his job seemed to get worse every day.

    Nolan was Chief Information Officer at Century Medical, a large medical products company based in Connecticut. He had joined the company four years ago, and since that time Century had made great progress integrating technology into its systems and processes. Nolan had already led projects to design and build two highly successful systems for Century. One was a benefits-administration system for the company's human resources department. The other was a complex Web-based purchasing system that streamlined the process of purchasing supplies and capital goods. Although the system had been up and running for only a few months, modest projections were that it would save Century nearly $2 million annually. The new Web-bases system dramatically cut the time needed for processing requests and placing orders. Purchasing managers now had more time to work collaboratively with key stakeholders to identify and select the best suppliers and negotiate better deals.

    Nolan thought wearily of all the hours he had put in developing trust with people throughout the company and showing them how technology could not only save time and money but also support team-based work, encourage open information sharing, and give people more control over their own jobs. He smiled briefly as he recalled one long-term HR employee, 61-year-old Ethel Moore. She had been terrified when Nolan first began showing her the company's intranet, but she was now one of his biggest supporters. In fact, it had been Ethel who had first approached him with an idea about a Web-based job posting system. The two had pulled together a team and developed an idea for linking Century managers, internal recruiters, and job applicants using artificial intelligence software on top of an integrated Web-based system. When Nolan had presented the idea to his boss, executive vice-president Sandra Ivey, she had enthusiastically endorsed it. Within a few weeks the team had authorization to proceed with the project.

    But everything began to change when Ivey resigned her position six months later to take a plum job in New York. Ivey's successor, Tom Carr, seemed to have little interest in the project. During their first meeting, Carr had openly referred to the project as a waste of time and money. He immediately disapproved several new features suggested by the company's internal recruiter, even though the project team argued that the features could double internal hiring and save millions in training costs. "Just stick to the original plan and get it done. All this stuff needed to be handled on a personal basis anyway," Carr countered. "You can't learn more from a computer than you can talking to real people and as for internal recruiting, it shouldn't be so hard to talk to people if they're already working right here in the company." Carr seemed to have no understanding of how and why technology was being used. He became irritated when Ethel Moore referred to the system as "Web-based." He boasted that he had never visited Century's intranet site and suggested that "this Internet fad" would blow over in a year or so anyway. Even Ethel's enthusiasm couldn't get through to him. "Technology is for those people in the IS department. My job is people, and yours should be too." Near the end of the meeting, Carr even jokingly suggested that the project team should just buy a couple of good filing cabinets and save everyone some time and money.

    Nolan sighed and leaned back in his chair. The whole project had begun to feel like a joke. The vibrant and innovative human resources department his team had imagined now seemed like nothing more than a pipe dream. But despite his frustration, a new thought entered Nolan's mind: "Is Carr just stubborn and narrow-minded or does he have a point that HR is a people business that doesn't need a high-tech job posting system?"


    1. Describe the two different mental models represented in this story.
    2. What are some of the assumptions and perceptions that shape the mind-set of Sam Nolan? Of Tom Carr?
    3. Do you think it is possible for Carr to shift to a new mental model? If you were Sam Nolan, what would you do?

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    Solution Preview

    The response addresses the queries posted in 1203 Words, APA References

    Case Study


    The paper will focus on discussing the case study related to the New Boss. In the case study, Sam Nolan is the Chief Information Officer at Century medical and is an efficient and hard working employee. The Organization has benefited from his efforts as he has build up two highly successful systems for Century. He has helped in the growth of the human resource department of the Organization. The two systems which Nolan has build up are the benefits- administration system and the complex Web- based purchasing system. These systems have helped the organization to save its time and money and have encouraged team work and information sharing in the organization (Daft, Lane & Lane, 2004).

    This has helped in the growth and technology advancement of the organization. But the new Vice President of the company does not support the web based technology for job posting and therefore the project of Nolan has been obstructed. This is so because the Vice President believes that human resources can be well managed by practically interacting with the people instead of interacting with the Computer. Now, the paper will discuss the answers to the questions asked at the end of the case study and will analyze it to create a better understanding of everybody's view point in the Case Study.

    Answer 1

    The two different mental models presented in the case study are of Sam Nolan and the new Vice President Tom Carr. They both are of totally different viewpoints and are opposite to each other in their thinking and mentality about imposition of a web based technology for job posting in the Organization. The mental model that Sam Nolan presents is that the use of technology helps in supporting team work, encourages open information sharing and provides the employees, more ...

    Solution Summary

    The response addresses the queries posted in 1203 Words, APA References