hii, can you write the case writing on this as memo and executive summary

tho coutnery. More retently, 1.1:L has made a comcetted etlogt wo market its prolects intermationally. this contract and hus thet arvighted as peoject inanaget. This. project is vicwed ias a cuap because F-LL has wanted fo opet ap narhets in this area for a longe time and has rot from the thited Siates, Sonhhers these customers virw all North Americath sendoes as the same and are relectant to citploy any of them bceane of intermaticinal A project of this senge typically statts, with the nelection of a teant of matiagers responsible for varbous abpects of the design. fahricatiof. Jelivery, and installatiod of the product. Manager selection is invertint because the product design and fahricataos vary with the unique ticeds af each custornct. Fit example, the tcrrain, rock chut acteristies, weather conditions, and bagistical concerns creafe special probletiss for ati conditians vary fromn castemer to customicr and fromt regacte fo rctionataons manager, whe overuces fabrication and on-sitc atsembly: and a cost accoumtant, Who oversecs all project financial and cost reporting matters. Hach of these people must work closely together if a well-runting plant is wo be delivercul wa time afid within cost comstraints. Becatase interitational comtracts often tequire L.L. to cmploy hont mationals for plant assembly and to train thein for operations, a human rescitec manager is alse assigncd to the project team. In such cascs, the humbur resource rathaber neculs to timderstand the particulars of the plant specticativans asme then use this knowledge to design welection procedures alnd absess particulat trataing the customet +cotimtry. FLL assigns managers to project teams based on their expertive and their avaitability to work on a particular project given their olhcr commitments. This typically means that nanagers without heavy current project commitments will be assigned to new projects. For instance, a manager finishing one project will likely be assigned a nuanagentent position on a new project team. The project manager typically has littie to say about who is assigned to his or her team. tal in melvancing his twn cabcer. yod if you helg me malie this work. promaikes and pitfalls of hcing imvolved in this project. Mcetings of the cntse tcat! ceam ichentily and a sharcal vissoel. figure ceat why he frad not ecahlished good rypport with her. Brudcr intimated that she expected a fot of cost orerrues and at foy of misscd proxlucticet deadisties. But bet krow. ing Jobe well. Brucler was feluctant to identify any specifte barricms te the peoject ing what was going on. Jobe's next interview was with Perry, the operations manager. Peary has worked at Hi. for 15 years, and he immediately came to the point: -This project is not going to work. I cannot understand why upper management keeps aviguing me to work on projects with Rankins. We simply cannot work together, and we don't get along, I've distiked him from day one. He keeps dropping the fact that he has eanned all these advanced degrees from Purdue. And he leeps telling us how things are done there. 1 know he's better educated than 1 am, and he's really smart. But I'm snart too and am good at what 1 do. There's no need for Rankins to make me feel like an idiot because I don'thave a degrec. Jobe, I'll be honest with you. Rankins has only been here for five years, but I hold him personally responsible for my problem with alcohol, and for it resulting effect on my marriage, 1 got divoreed las year, and it's Rankins's faule. Jobe next talked with Rankins, who said, "I don't care what you do. Perry and simply can't work closely together for the nine months it will take to get it done. O of us will kill the other. Ever since I arrived at FEL. Perry has hated my guts wis with aay wher mantere. "What happers if thes the Jobe: "What happeins if they dos mot meet these geale? Gatenby: 't ve alriady discuved this with top namapcenemi. If it appeas to me afice two nxonths that thangs are nat working ond twetween Perry and Rankits. Hobez will tife Ratkins? Jobes Perry know this? Ciatenloy: "Ycs.. REQUIRED: As a product of your work, write a memo and executive summary to lob that lays out your recommendations for him as a solution of the problem. how to solve the dilemma that Jobe faces. Read the instructions for how to prepare and submit the file for Individual Case_Memo \& ES (posted in CMS). Hints and Guides. The following are some questions may help you to get a better understanding of the situation and guide you towards constructing the required memo and executive summary: Evaluate the criteria FEL uses to assign managers project teams. What efficiencies do these criteria create? What are the resulting problems? Why is it even more important that project team members work well together on international projects such as Project Abu Dhabi? Discuss the dilem that Jobe now faces. What should Jobe recommend to Gatenby? Be specific to above case. tho coutnery. More retently, 1.1:L has made a comcetted etlogt wo market its prolects intermationally. this contract and hus thet arvighted as peoject inanaget. This. project is vicwed ias a cuap because F-LL has wanted fo opet ap narhets in this area for a longe time and has rot from the thited Siates, Sonhhers these customers virw all North Americath sendoes as the same and are relectant to citploy any of them bceane of intermaticinal A project of this senge typically statts, with the nelection of a teant of matiagers responsible for varbous abpects of the design. fahricatiof. Jelivery, and installatiod of the product. Manager selection is invertint because the product design and fahricataos vary with the unique ticeds af each custornct. Fit example, the tcrrain, rock chut acteristies, weather conditions, and bagistical concerns creafe special probletiss for ati conditians vary fromn castemer to customicr and fromt regacte fo rctionataons manager, whe overuces fabrication and on-sitc atsembly: and a cost accoumtant, Who oversecs all project financial and cost reporting matters. Hach of these people must work closely together if a well-runting plant is wo be delivercul wa time afid within cost comstraints. Becatase interitational comtracts often tequire L.L. to cmploy hont mationals for plant assembly and to train thein for operations, a human rescitec manager is alse assigncd to the project team. In such cascs, the humbur resource rathaber neculs to timderstand the particulars of the plant specticativans asme then use this knowledge to design welection procedures alnd absess particulat trataing the customet +cotimtry. FLL assigns managers to project teams based on their expertive and their avaitability to work on a particular project given their olhcr commitments. This typically means that nanagers without heavy current project commitments will be assigned to new projects. For instance, a manager finishing one project will likely be assigned a nuanagentent position on a new project team. The project manager typically has littie to say about who is assigned to his or her team. tal in melvancing his twn cabcer. yod if you helg me malie this work. promaikes and pitfalls of hcing imvolved in this project. Mcetings of the cntse tcat! ceam ichentily and a sharcal vissoel. figure ceat why he frad not ecahlished good rypport with her. Brudcr intimated that she expected a fot of cost orerrues and at foy of misscd proxlucticet deadisties. But bet krow. ing Jobe well. Brucler was feluctant to identify any specifte barricms te the peoject ing what was going on. Jobe's next interview was with Perry, the operations manager. Peary has worked at Hi. for 15 years, and he immediately came to the point: -This project is not going to work. I cannot understand why upper management keeps aviguing me to work on projects with Rankins. We simply cannot work together, and we don't get along, I've distiked him from day one. He keeps dropping the fact that he has eanned all these advanced degrees from Purdue. And he leeps telling us how things are done there. 1 know he's better educated than 1 am, and he's really smart. But I'm snart too and am good at what 1 do. There's no need for Rankins to make me feel like an idiot because I don'thave a degrec. Jobe, I'll be honest with you. Rankins has only been here for five years, but I hold him personally responsible for my problem with alcohol, and for it resulting effect on my marriage, 1 got divoreed las year, and it's Rankins's faule. Jobe next talked with Rankins, who said, "I don't care what you do. Perry and simply can't work closely together for the nine months it will take to get it done. O of us will kill the other. Ever since I arrived at FEL. Perry has hated my guts wis with aay wher mantere. "What happers if thes the Jobe: "What happeins if they dos mot meet these geale? Gatenby: 't ve alriady discuved this with top namapcenemi. If it appeas to me afice two nxonths that thangs are nat working ond twetween Perry and Rankits. Hobez will tife Ratkins? Jobes Perry know this? Ciatenloy: "Ycs.. REQUIRED: As a product of your work, write a memo and executive summary to lob that lays out your recommendations for him as a solution of the problem. how to solve the dilemma that Jobe faces. Read the instructions for how to prepare and submit the file for Individual Case_Memo \& ES (posted in CMS). Hints and Guides. The following are some questions may help you to get a better understanding of the situation and guide you towards constructing the required memo and executive summary: Evaluate the criteria FEL uses to assign managers project teams. What efficiencies do these criteria create? What are the resulting problems? Why is it even more important that project team members work well together on international projects such as Project Abu Dhabi? Discuss the dilem that Jobe now faces. What should Jobe recommend to Gatenby? Be specific to above case