Description: "3.5 Being Friendly versus Being Friends for Difficult Conversations" case at the top of page 101 of your textbook. Instructions: 1. Be sure to use bold subheadings. 2. Include a cover page with your name, title of case and date. 3. Single space or space and a half line spacing. No double line spacing. This is not a term paper. The following sections should be included. Here are some sample points to mention. You may add other sections, if needed. Introduction - Provide a brief overview of the case. State the important details about it. Keep it brief in one paragraph. Answer the questions - Answer in your own words the three questions labelled A, B,C at the end of the case. Subheadings - Write appropriate subheadings for each answer for your reader (senior management, co-workers, staff, etc.) to easily find your answers. Conclusion -Write a conclusion about what you learned writing this case. Restate the key points for your reader. You may state your opinion of this case also. Style: No format style is required. Critical thinking is the goal in these case studies. Write this as a simple business report with a diverse target audience of staff, senior management, co-workers, etc. The final draft of the Case Study Report should be a minimum of 700-1,000 words in length. Each Report should not be a simple summary of the case. The focus of the report should be an analysis of the issues and recommendations that are grounded in organizational communication theoryBased on Docherty's comments and your own experiences, answer the following: known. The first time I realized it was serious was when, after A. What strategies can you use for making meetings more visual? about six months, I had to lay somebody off. And then suddenly What are the benefits of making meetings visual? you move from the sunny side of the deal to the real deal. I remem ber I was sleeping very poorly for almost a week. He had a family. B. What strategies can you use to make meetings more inclusive? So one of the lessons I learned from that, which I've been C. What does it mean for "everybody to own what we've got to very aware of since, is to be friendly, but not a friend. I had get done"? What are a few approaches you can take to help grown up in the company and I knew everybody, so I was more a make this happen for work teams? friend. But then I had to start having honest conversations with people about how they performed, and that taught me a lesson. I've always been friendly but never been friends anymore. When 3.5 Being Friendly versus Being Friends for Difficult Conversations we have parties, I'm the one who will leave early.76 (LO3.5) Based on Rorsted's comments, answer the following questions: Kasper Rorsted, CEO of Henkel, a consumer and industrial prod- ucts company based in Dusseldorf, Germany, recently talked about A. What do you think Rorsted means that he could "be friendly, but not a friend" once he became a boss and had to have the first time he had to be someone else's boss: difficult conversations with others? [I first became someone else's boss] in 1989, right when I got pro- B. Do you agree with his perspective about being friendly versus moted from being a sales rep in the Digital Equipment being friends? Do you think being friends makes having honest Corporation to being a sales manager at the age of 27. I had about conversations in the workplace more difficult? Explain. 20 people at that point in time. All but two of them were older C. How can a person prepare for the difficult conversations than I was. When you're 27, you're inexperienced, so you don't necessary as one becomes a boss or supervisor? know what to fear. I didn't know what I probably should have TO CHE