Based on the Levon Corporaion case study http://books.google.com/books?id=XQO-o1IdF10C&pg=PT150&lpg=PT150&dq=the+levon+corporation+case+study&source=bl&ots=oEc9xEPK2j&sig=_mIEasl7MmdmD2UIdRYxW_fO54o&hl=en&sa=X&ei=J-1nVJ32BJPdsAS8jIHQAg&ved=0CDAQ6AEwAw#v=onepage&q=the%20levon%20corporation%20case%20study&f=false
1. Analyze the fundamental reasons why the executives in the case refused to listen to their own employees but were willing to listen to a consultant. Discuss the main reasons why the executives still seemed apprehensive even after the consultant's presentation.
2. Imagine that you are the consultant from the case study. Speculate on three (3) strategies that you could employ to get the executives to understand your point of view and thus support your project management recommendations.
3. Use at least three (3) quality references. Note: Wikipedia and other Websites do not quality as academic resources.
!. The fundamental reasons why the executives were not willing to listen to employees were that they felt that the employees were out to usurp their authority. The management felt that they would lose power, position, and control of Levon. They felt that since the company had been successful in the past, it will continue to be successful in future. Specifically, the management felt that if they supported project management, there would be a shift in the balance of power in the company. The management was afraid that the executive who controlled project management function could become more powerful than other executives. They did not want the shift in the balance of power in the company to occur. The executives did not trust the employees, they were tied to the old ways of doing business, and they did not want a change in the balance of power (1). They felt that they could trust an external consultant. He was not likely to favor any power group in the ...
The answer to this problem explains how executives should be persuaded to use project management. The references related to the answer are also included.