can u answer questions a b and c in step 3 with 10-12 sentence each question

Leadership Matters! Elon Musik is widely regarded as one of the most successful entrepreneurs in history 30 He became a billionaire by age 31 after founding and selling several successful start-ups-most notably the onimpany that would Luter be known as Paypal. In 2004 Musk imvested 563 mullion into Tosla Motors ond soon affer became the company's CEO 131 Musk has a keen ability to express ideas and get people excited about them and has garnered praise for his inspiring and wisionary leadership. 132. Authot Dale Buss argues that "... a hige part of Musk's notivational quiver is to coene up with and continualy express other-worldily goals that appeal to the passions of his employees as well as to his own ambitions, -13s Todd Maron, Tesla's formet genetal counsel, said Musk is "someone who empowers you to be better than you thnk you can be," adding that "ne has extraordnorlit high standards, and so he pushes you to be your absolute best" Another former" employee derscribed Mask as "the smartest person i have over met," adding. "I cant tel you how many times i prepared a report for him and he acked a queston that mace us reatize we were fooking at the problem completety wrong.t3d MUSK'S LEADERSHIP STYLE AND BEHAVIOR Some have criticized Musk's aspirations to change the worid as outiandish and his ideas as unathievable, but Musk doesnt believe in impossibilities. Says author Chtistopher Davenport. People are always telling him he cant do it. But he doesn't like to hear it cant be done. He categorically rejects that. it's all about, How can we do it? "tis A recent example or Musk's stubbomness is the produicbon of the Model 3. Ater the company revealed the concept to the poblic and locked in production dates. Musk called a meeting to teil txecutves he had a dream that the entre productron process had been fuly automated. in other words, vehicle production would require no humans fiom start to frish the wanted to make the dream a reaity, te wanted to do is with the Model 3, and he Wanted to begin production four months ahead of Testa's ofiginal schedule. What followed were several months of what former executives and employees describe as a familiar pattern. executives told Musk his idea wasn't achiovable. he disagreed, and engineers resigned when they realized they couldri teasen with him 36 Musk eventually conceded that his idea for fully automated production of the Model a was a non-startec, and he and his workers scrambled to get prodiction back on track by working go-too hour weeks. 2 Customers waited months past delivery detes for their vehicies and took to social media to lambast the company, Furthet, nizy of the Motel 3 that were Some biame Mosk's inability to deregate for Teslay pioblams and for the iecent exodis of more than 36 vpi and other highth.ranking e mecutives 140 Mirk wants things done his wey down to the tiniest desait and often rejects ivfuntry best practices along weh advice trom his seniof leaderthip, For example, Musk once institited a new wokfiow managemeet inethad against the advice of his prodaction wotkers. The employees secietly revertes to foyotars fanban methica whien Others blame Musk's mental health for his downward spiral and describe him as emotionally unslable and fragile. Musk developed a reputation on the production floor for openly ridiculing, insulting, and bullying workers who fell short of performance targets. He appeared extremely sensitive to skeptics, often reassigning workers who questioned his idcas to new departments, uninviting them to important meetings, and even fring them. Musk also displayed frequent emotional reactions to isolated customer complaints on social media. As a former employee recalls, "Some customer would tweet some random complaint, and then we would be ordered to drop everything and spend a week on some problem affecting one loudmouth in Pasadena, rather than all the work we're supposed to do to support the thousands of customers who didn't tweet thot day 143 Musk's recent public appearances and social media posts have raised consumer concerns about his ability to : Pase 544 : deliver on his promises and successfully run his companies. In one instance, he angrily tweeted that a diver sent to rescue a trapped That boys' soccer team was a pedophile after Musk's offer to assist with the rescue was declined. The diver filed a defamation lawsuit against Musk for this damaging and unsubstantiated claim 144 As another example, Musk chose to smoke marijuana during an appearance on "The Joe Rogan Experience- podcast. 145 In August 2018 , in what would prove the most financially damaging of his social media choices to date. Musk tweeted that he was taking Tesla private and had secured the funding to do so. As a result of his tweet, the company's shares skyrocketed 11 percent in one day. Musk had not actually secured funding to take Tesla private and the SEC charged him with securities fraud. He settled the case and agreed to pay a $40 million fine to the SEC; step down as Tesla's chairperson, and allow others in the company to regulate his social media activity. 146 A few months after reaching the settlement, Musk gave a 60 Minutes interview and said "I do not respect the SEC." While it is not illegal for Musk to criticize the regulatory agency, experts agree it's an unwise choice, both in terms of his relationship with the agency and his ability to attract board members to his companies. 147 WHAT'S NEXT FOR ELON MUSK? Musk's quirkiness, overconfidence, and volatility resemble the attributes and behaviors of other famous entrepreneurs most notably, Steve Jobs 48 As consumers we allow for and even expect a certain amount of idiosyncrasy in our leaders. Yalo school of Management's Dr. Jeftrey Sonnenfeld argues that some measure of hubris is necessary for entrepreneurs to succeed, saying. "The odds are againct them succeeding rationaliy, so they have to have an unrealistic sense of their own erficacy to beat the odds." But Sonnenfeld also notes that Musk is likely to "take himself and the company off a ciff" it he doesn' dial things back 149 Testa recently unvelled its new electric vehicie-the Model Y crossover-to lukewarm reception. Pre-orders started immediately and required a $2,500 initial payment-\$1,000 more than the company had charged customers to reserve the Model 3. Markot analysts see this increase as cause for concern about the company's cash position and predict that initial orders for the Model Y will be much lower than they were for the Modet 3150 As for that tweet that cost him $40 million in SEC fines and his position as chairman of Tesla's board, Musk says it was "worth it -15! STEP 3: Make your recommendations for solving the problem. Consider whether you want to resolve it, solve it, or dissolve it (see () Section 1.5). Which recommendation is desirable and feasible? A. Given the causes identified in Step 2, what are your best recommendations? Use the content in (1) Chapter 13 or one of the earllet chapters to propose a solution. B. You may find potential solutions in the OB in Action boxes and Applying OB boxes within this chapter. These features provide insights into what othgr indlviduals or companies are doing in relationship to the topic at hand. C. Create an action pian for implementing your recommendations. Leadership Matters! Elon Musik is widely regarded as one of the most successful entrepreneurs in history 30 He became a billionaire by age 31 after founding and selling several successful start-ups-most notably the onimpany that would Luter be known as Paypal. In 2004 Musk imvested 563 mullion into Tosla Motors ond soon affer became the company's CEO 131 Musk has a keen ability to express ideas and get people excited about them and has garnered praise for his inspiring and wisionary leadership. 132. Authot Dale Buss argues that "... a hige part of Musk's notivational quiver is to coene up with and continualy express other-worldily goals that appeal to the passions of his employees as well as to his own ambitions, -13s Todd Maron, Tesla's formet genetal counsel, said Musk is "someone who empowers you to be better than you thnk you can be," adding that "ne has extraordnorlit high standards, and so he pushes you to be your absolute best" Another former" employee derscribed Mask as "the smartest person i have over met," adding. "I cant tel you how many times i prepared a report for him and he acked a queston that mace us reatize we were fooking at the problem completety wrong.t3d MUSK'S LEADERSHIP STYLE AND BEHAVIOR Some have criticized Musk's aspirations to change the worid as outiandish and his ideas as unathievable, but Musk doesnt believe in impossibilities. Says author Chtistopher Davenport. People are always telling him he cant do it. But he doesn't like to hear it cant be done. He categorically rejects that. it's all about, How can we do it? "tis A recent example or Musk's stubbomness is the produicbon of the Model 3. Ater the company revealed the concept to the poblic and locked in production dates. Musk called a meeting to teil txecutves he had a dream that the entre productron process had been fuly automated. in other words, vehicle production would require no humans fiom start to frish the wanted to make the dream a reaity, te wanted to do is with the Model 3, and he Wanted to begin production four months ahead of Testa's ofiginal schedule. What followed were several months of what former executives and employees describe as a familiar pattern. executives told Musk his idea wasn't achiovable. he disagreed, and engineers resigned when they realized they couldri teasen with him 36 Musk eventually conceded that his idea for fully automated production of the Model a was a non-startec, and he and his workers scrambled to get prodiction back on track by working go-too hour weeks. 2 Customers waited months past delivery detes for their vehicies and took to social media to lambast the company, Furthet, nizy of the Motel 3 that were Some biame Mosk's inability to deregate for Teslay pioblams and for the iecent exodis of more than 36 vpi and other highth.ranking e mecutives 140 Mirk wants things done his wey down to the tiniest desait and often rejects ivfuntry best practices along weh advice trom his seniof leaderthip, For example, Musk once institited a new wokfiow managemeet inethad against the advice of his prodaction wotkers. The employees secietly revertes to foyotars fanban methica whien Others blame Musk's mental health for his downward spiral and describe him as emotionally unslable and fragile. Musk developed a reputation on the production floor for openly ridiculing, insulting, and bullying workers who fell short of performance targets. He appeared extremely sensitive to skeptics, often reassigning workers who questioned his idcas to new departments, uninviting them to important meetings, and even fring them. Musk also displayed frequent emotional reactions to isolated customer complaints on social media. As a former employee recalls, "Some customer would tweet some random complaint, and then we would be ordered to drop everything and spend a week on some problem affecting one loudmouth in Pasadena, rather than all the work we're supposed to do to support the thousands of customers who didn't tweet thot day 143 Musk's recent public appearances and social media posts have raised consumer concerns about his ability to : Pase 544 : deliver on his promises and successfully run his companies. In one instance, he angrily tweeted that a diver sent to rescue a trapped That boys' soccer team was a pedophile after Musk's offer to assist with the rescue was declined. The diver filed a defamation lawsuit against Musk for this damaging and unsubstantiated claim 144 As another example, Musk chose to smoke marijuana during an appearance on "The Joe Rogan Experience- podcast. 145 In August 2018 , in what would prove the most financially damaging of his social media choices to date. Musk tweeted that he was taking Tesla private and had secured the funding to do so. As a result of his tweet, the company's shares skyrocketed 11 percent in one day. Musk had not actually secured funding to take Tesla private and the SEC charged him with securities fraud. He settled the case and agreed to pay a $40 million fine to the SEC; step down as Tesla's chairperson, and allow others in the company to regulate his social media activity. 146 A few months after reaching the settlement, Musk gave a 60 Minutes interview and said "I do not respect the SEC." While it is not illegal for Musk to criticize the regulatory agency, experts agree it's an unwise choice, both in terms of his relationship with the agency and his ability to attract board members to his companies. 147 WHAT'S NEXT FOR ELON MUSK? Musk's quirkiness, overconfidence, and volatility resemble the attributes and behaviors of other famous entrepreneurs most notably, Steve Jobs 48 As consumers we allow for and even expect a certain amount of idiosyncrasy in our leaders. Yalo school of Management's Dr. Jeftrey Sonnenfeld argues that some measure of hubris is necessary for entrepreneurs to succeed, saying. "The odds are againct them succeeding rationaliy, so they have to have an unrealistic sense of their own erficacy to beat the odds." But Sonnenfeld also notes that Musk is likely to "take himself and the company off a ciff" it he doesn' dial things back 149 Testa recently unvelled its new electric vehicie-the Model Y crossover-to lukewarm reception. Pre-orders started immediately and required a $2,500 initial payment-\$1,000 more than the company had charged customers to reserve the Model 3. Markot analysts see this increase as cause for concern about the company's cash position and predict that initial orders for the Model Y will be much lower than they were for the Modet 3150 As for that tweet that cost him $40 million in SEC fines and his position as chairman of Tesla's board, Musk says it was "worth it -15! STEP 3: Make your recommendations for solving the problem. Consider whether you want to resolve it, solve it, or dissolve it (see () Section 1.5). Which recommendation is desirable and feasible? A. Given the causes identified in Step 2, what are your best recommendations? Use the content in (1) Chapter 13 or one of the earllet chapters to propose a solution. B. You may find potential solutions in the OB in Action boxes and Applying OB boxes within this chapter. These features provide insights into what othgr indlviduals or companies are doing in relationship to the topic at hand. C. Create an action pian for implementing your recommendations