MGMT-615
Case Study Review
University of Maryland Global Campus
MGMT 615
Abstract
Relationship building in the workplace is paramount to the success of any organization. This is
certainly the case in the scenario with Jackson and McConnell Spice Company. Motivation, trust
and ethical behavior are concepts needed to reach the highest levels of productivity, but
unfortunately these are the same concepts that Jackson struggles with in the scenario. This case
study outlines a strategy for Jackson to successfully navigate the ethical issue he faces while
responding to all stakeholders; his team, the organization, vendors, and even his boss, Ann
McConnell. The strategy involves increasing trust between McConnell and Jackson, improving
motivation and addressing the ethical dilemma head on. In order to maximize organizational
effectiveness, the strategy highlights the association between motivation, communication and
leadership.
Case Study Review
In any work environment building strong relationships is fundamental to success. These
strong and productive relationships rely on three primary aspects - trust, motivation, and ethical
behavior. Without these three things, organizations often find themselves struggling to run a
successful and efficient business. The case study centers around the Chief Information Officer
(CIO), Charles Jackson, and his interactions with several different stakeholders surrounding an
important task given to him by the president of the company. Jackson experiences many issues
while attempting to decrease the cost and time involved in development. Ultimately, Jackson is
, faced with a rather large ethical dilemma which could have been avoided had his interaction with
McConnell been honest and forthcoming.
Background
Jackson proposed to the president and CEO of his company, Ann McConnell, that the
company needed a new global knowledge-sharing application in order to increase productivity.
Additionally, Jackson promised that the application would cut development time and costs in
half. Jackson received the go-ahead to pursue this project.
Upon authorization to pursue this project, Jackson and his team spent long days and
nights analyzing potential vendors for the new application. After the analysis, Jackson chose
three potential vendors, and made an appointment to meet with Ann McConnell, the president of
McConnell Spices. When Jackson showed up to present his team’s analysis results, he was met
by Geraldine Fox, an executive assistant to Ms. McConnell. Needless to say, Jackson was
disappointed after all of the work his team had put into this.
The next day, Ms. McConnell summoned Jackson to her office, and questioned him about
the proposed vendors. McConnell was upset that Standard Systems was not being considered for
the new application. Jackson had not included Standard Systems in the final proposal as they
were a relatively small company which focused on accounting systems; something Jackson
believed was a non-starter. Additionally, the company had never done work at such a large scale.
Later, Jackson found out that Standard Systems was owned by the uncle of Ms. McConnell’s
son-in-law. McConnell insisted that Standard Systems be included in the final proposal to the
board of McConnell Spices.
Jackson spent the next two weeks evaluating the four companies. Representatives from
each company gave presentations to Jackson and his team. Although Jackson requested that the
members of the board attend these presentations, Ms. McConnell insisted that they would not
have time. It was up to Jackson to make the recommendation to the board as to who was going
to be awarded the contract to make the new global knowledge-sharing application. After
Case Study Review
University of Maryland Global Campus
MGMT 615
Abstract
Relationship building in the workplace is paramount to the success of any organization. This is
certainly the case in the scenario with Jackson and McConnell Spice Company. Motivation, trust
and ethical behavior are concepts needed to reach the highest levels of productivity, but
unfortunately these are the same concepts that Jackson struggles with in the scenario. This case
study outlines a strategy for Jackson to successfully navigate the ethical issue he faces while
responding to all stakeholders; his team, the organization, vendors, and even his boss, Ann
McConnell. The strategy involves increasing trust between McConnell and Jackson, improving
motivation and addressing the ethical dilemma head on. In order to maximize organizational
effectiveness, the strategy highlights the association between motivation, communication and
leadership.
Case Study Review
In any work environment building strong relationships is fundamental to success. These
strong and productive relationships rely on three primary aspects - trust, motivation, and ethical
behavior. Without these three things, organizations often find themselves struggling to run a
successful and efficient business. The case study centers around the Chief Information Officer
(CIO), Charles Jackson, and his interactions with several different stakeholders surrounding an
important task given to him by the president of the company. Jackson experiences many issues
while attempting to decrease the cost and time involved in development. Ultimately, Jackson is
, faced with a rather large ethical dilemma which could have been avoided had his interaction with
McConnell been honest and forthcoming.
Background
Jackson proposed to the president and CEO of his company, Ann McConnell, that the
company needed a new global knowledge-sharing application in order to increase productivity.
Additionally, Jackson promised that the application would cut development time and costs in
half. Jackson received the go-ahead to pursue this project.
Upon authorization to pursue this project, Jackson and his team spent long days and
nights analyzing potential vendors for the new application. After the analysis, Jackson chose
three potential vendors, and made an appointment to meet with Ann McConnell, the president of
McConnell Spices. When Jackson showed up to present his team’s analysis results, he was met
by Geraldine Fox, an executive assistant to Ms. McConnell. Needless to say, Jackson was
disappointed after all of the work his team had put into this.
The next day, Ms. McConnell summoned Jackson to her office, and questioned him about
the proposed vendors. McConnell was upset that Standard Systems was not being considered for
the new application. Jackson had not included Standard Systems in the final proposal as they
were a relatively small company which focused on accounting systems; something Jackson
believed was a non-starter. Additionally, the company had never done work at such a large scale.
Later, Jackson found out that Standard Systems was owned by the uncle of Ms. McConnell’s
son-in-law. McConnell insisted that Standard Systems be included in the final proposal to the
board of McConnell Spices.
Jackson spent the next two weeks evaluating the four companies. Representatives from
each company gave presentations to Jackson and his team. Although Jackson requested that the
members of the board attend these presentations, Ms. McConnell insisted that they would not
have time. It was up to Jackson to make the recommendation to the board as to who was going
to be awarded the contract to make the new global knowledge-sharing application. After
