1. What are the casual variables in this situation?

A casual variable are any factors that influence the course of developments within an

organization and its results or accomplishments. (Text, p.118) One of the casual

variables will be the results of the new implementation of the new security system. A

second casual variable is the decision that management made to go ahead and

implement a new hardware and software system to prevent data theft. Another part of

the new system that has a casual variable is the technology. The technology of the new

black box is a casual variable. The organizations objective on trying to prevent data

theft and high jacking by implementing the black box is also a casual variable. Structure

is also a casual variable. The structure of the organization will change with employees

moving to different departments and positions, such as Cami, with the software and

hardware change.

2. What are the intervening variables in this situation?

An intervening variable are the leadership strategies, skills, behavior, and other casual

variables that affect the human resources or intervening variables in an organization.

(Text, pg 118) One of the intervening variables is the current motivation of the other

employees at Listo. The other employees currently feel that the change is not necessary

and that it might hinder the creative process. A second intervening variable are the skills

that Cami posses to do the task at hand. Her skills qualify her for this job because she

has an excellent track record in both training and support. Another factor is Camis

motivation. Cami is very motivated to complete the task at hand and feels confident that
she can scheduling and transition aspects of the new system. Conflict resolution will

also be an intervening variable. Cami will have to participate in conflict resolution

between some of the employees who have expressed dissatisfaction in the new

software and hardware that is being implemented. Problem solving will also be an

intervening variable. Cami as well as the management team will have to problem solve

in order to resolve conflict between unhappy employees as well as issues that may

arise during the implementation of the new hardware and software systems.

3. What are the outputs or potential output variables in this situation, (text, Pages 118-

119, 122-125)?

In view of output variables being the end result, (text, Pg 118), some potential output

variables would be reducing security issues considering the black box system would

be installed on every PC in the company thus limiting access to sensitive files. However

impending decline in production is possible due to every PC containing the system

therefore requiring all employees to be trained on the new operating procedures. The

new system will totally alter the way employees were conducting standard operating

procedures. Depending upon how fast employees learn the system, earnings may

decline from the productions loss. Lastly, a suspected turnover is likely due to the

resistance with the change to the new system; some employees may leave rather than

learning a new way of conducting business, especially those who has been with the

organization for a number of years.

4. What is the task at hand?

The task at hand is implementing the new black box technology into the Listo

workplace. Digging deeper, the task at hand is stemming the hacking and theft
attempts by implementing new data security systems. Cami has to attempt to influence

her subordinates while maintaining the intervening variables at a level that reduces the

possibility of turnover, loss of resources (in this case, employees), and the nature of

grievances (text, p.120). It was already stated in the case study that Cami is concerned

that she will be unable to handle the human relations aspect of implementing the new

technology. Introducing this new manager along with the new security suite could spell

disaster for the already deteriorating intervening variables. Cami has to be able to

implement the new technology, while managing the casual, intervening, and end results

variables (text, p.118) in order to minimize the effect on output.

5. If you were Cami, where would you want help?

If I were Cami, I would want help taking a participative approach (text, p. 125) to the

implementation of this new technology by using management by objectives (MBO). I

would solicit a meeting with upper management, myself and the employees to discuss

the task at hand, and jointly identify common goals, define each individuals major areas

of responsibility (text, p.126), discuss the results expected, and then determine the

measures in which these goals are to be measured.

The implementation must also follow a prescribed timeline that the organizational

members agree upon. Since the change will affect everyone in the organization, it is

reasonable to expect that the intervening and output variables can be included in the

implementation performance measures. By using the MBO model, Cami can ensure

that her subordinates buy-in to the change and she can expect an increased level of

acceptance (text, p.126), as opposed to dictating the change with no inputs from lower

level workers which could yield unfavorable results. She should discuss the
technological changes with her employees before implementation in an attempt to

increase productivity and decrease resistance.

Cami should also solicit assistance in comparing the goals accomplished to the goals of

the entire organization, not just her department. Being a new manager, Cami should be

constantly seeking feedback on the progress of the group towards attaining the

company goals. Using this feedback, she can adjust her leadership style to increase

effectiveness if necessary.

Finally, Cami should engage in the Path-goal method of leadership. She should seek to

influence her subordinates perceptions of their work goals (text, p.98), personal goals,

and the paths to goal attainment. Cami should evaluate the situation (implementation of

a new product) and provide what is missing (structure and clarification). She should

clearly identify the payoffs for goal attainment and ensure that the path to these payoffs

is clear and easy to travel (text, p.98).

6. If you were Camis boss, where would you focus your time?

The challenge is not to manage time, but to manage ourselves, (text, Pg 111). I would

place the greatest emphasis on training, using the democratic style leadership, this will

leave policies open for group discussion and shared decision making, (text, Pg 96). This

will have the most impact on the transition. Not only will specialized training aid the

conversion, it will potentially bring a level of comfort to the employees, who oppose the

change as they will see the benefits in the new system.