i need help i need Complete the questions 1 - 6 in complete answer and in my own words

view it as a means of getting them to do 7. Some managers say that what gets measured gets Why? done. Do you agree? What does this have to do with 10. Will you actually use Model 7.5 to e yourself? CO setting objectives? CASE / / / Kevin Plank: Founder, CEO, and Chair of Under Armour It is often said that necessity is the mother of invention. In They took him of the bracelets the piehours of The 1995 Kevin Plank, then special team's captain of Univer- ning around selling the bracelets, the brothers got back sity of Maryland football had an idea born of a problem together to discuss "bigthe ording to Kevin every athlete could relate to but could do nothing about; brother Colin said, "I sold the first two. Then I started that is, until Kevin Plank decided to do something about it. feeling guilty about how much money I was charging, so I Tired of repeatedly changing the cotton T-shirt under his gave the rest away." His brother Scott said. "I made about jersey as it became wet and heavy during practice or a 70 bucks." Kevin then said, "I have about 580 bucks in my game, Kevin set out to design a different type of shirt that pocket. And I need more bracelets. Right there K.my would remain drier and lighter, a shirt that worked with knew he was good at business, itseems self-motivation your body to regulate temperature and enhance perfor- has been a big part or seeif icha s Success. He has always mance. Working from his grandmother's townhouse in been motivated to achieve whatever he sets his mind to Washington, D.C., Kevin produced and sold his revolution- achieve . ary new product out of the trunk of his car. He named his Not everyone believed Kevin Plank could translate his company Under Armour (UA) and built it into a leading ideas into a real-life business. Plank recalls one of developer, marketer, and distributor of performance strength coaches telling him to "stop worrying about all apparel, footwear, and accessories. The brand's innovative this other [business] crap and just commit yourself to play- products are sold worldwide today. ing football." However, Plank said he knew he could Under Armour's mission is to make all athletes better stop. He envisioned himself running his own business and through passion, design, and the relentless pursuit of in- making important decisions long before he ac novation. Since 1996, Mr. Plank has served as UA's Chief launched Under Armour. As he put it, "I remember think. Executive Officer and Chairman of the Board of Direc- ing how much fun it would be just to sit at a desk and think, tors. Not bad for someone who came in as a walk-on for all right, how are we going to make a buck?"[i] His conf. his university's football team and went on to become a dence in himself paid off. Today as CEO and Chairman of special team's captain. More than two decades later, UA is the Board at UA, Mr. Plank tries to model his work ethic a multi-billion-dollar global brand. UA still sells those and motivations for his employees. He understands the im- shirts it started with, but it has expanded into many cor- portance of motivation as a key factor in influencing fol- ners of the athletic/casual wear market, from compression lower behaviors. Plank abides by what he calls the "four shorts to sports bras, innovative mouth guards, and bas- pillars of greatness": "Build a great product." "Tell a great ketball shoes. story." "Service the business." "Build a great team." He em- In a 2003 Inc article, titled "How I Did It," Kevin ployed time-tested concepts such as positive reinforcement, Plank provides a glimpse into his early motivations to pur- management by objectives, and job enrichment to fulfill sue a career in entrepreneurship. Unlike many college these promises. football players, Plank never considered football his only In its recent financial reporting, UA announced finan- option. He always wanted to be in business. Even though cial results for the first quarter ended March 31, 2017. s reserved. Nike was a giant in the sports apparel industry, Plank Plank characterized the results as in line with expecta- never thought he could not make it. He relays a childhood tions and indication that the company was off to a solid story that led him to believe in his entrepreneurial in- start in 2017. stincts. Plank describes himself as a "hustler," not in the Despite this positive outlook, many analysts believe literal sense but as an aggressive entrepreneur. When he that UA is showing some competitive weakness. During was 14 or 15, he and his brother (Scott) returned from the past year, the company's stock has gone from a Guatemala with a bunch of knitted bracelets such as those 52-week high of $44.86 to a low of $18.40 and currently you will see at Grateful Dead concerts. Scott presented a (as of 05/16/17) trading at $19.52. At the end of 2010, business proposition to Kevin and his other brother, Kevin Plank acknowledged that numerous challenges and Colin. "Listen, there's a Dead show coming to town. We'll disruptions in the North American retail sector had tem go down and sell these bracelets and make a lot of money." pered the company's fourth quarter results. He projectedgodin anChapter 7 Motivating Performance the company's 2017 full-year revenues to increase 11 to 243 12 percent to nearly $5.4 billion. Everyone is looking to culture at UA but also very results-oriented. At UA, the Mr . Plank to lead the company out of prevailing mantra is "get-it-done." If you need to get some- out of what has been a thing done, any obstacles that are in the way, you find a Mrcult and challenging period. His leadership of UA is way to get it done. There is an expectation that you are under scrutiny, and many are watching to see how he going to figure it out somehow. There is support for em- comes out. In every public presentation that Mr. Plank makes, ployee creativity and risk-taking. At UA, employees-the he emphasizes three things: "Passion," "Vision," and majority of whom are around 30 years old-are called "teammates." "People, " as his set of principles for success in the way he leads UA. On people, Plank says he wants to have the best type of people "-team, team, team. I can't underscore Go to the Internet: To learn more about Kevin Plank that need [enough]."[ii] The relationship between Mr. and Under Armour, visit the company's website at www Plank and his employees is based on friendship and re- .underarmour.com. You can also watch a 20-minute talk he spect for each other. He has encouraged a very informal gave about entrepreneurship at the University of Maryland supindoof noitsvitoMainsmbein at www.youtube.com/watch?v=CozI1mcmEkM. unD .bib elgoog lazovsa jesy : -beiff HA nsewried soalq doni nonsaloontoo paiwolfol sAT Support your answers to the following questions with specific information from the case and text or with information you get from the web or another source. brin ed bill : 1. According to Herzberg's two-factor theory of motivation, was Plank's motivation to create a new category of perfor- mance apparel driven by extrinsic (hygiene) factors or intrinsic (motivator) factors? adopted apeu Yeseniaud ni e a mov 101 nognor sill al indW dou 2. According to Mcclelland's manifest theory of motivation, people are motivated by the needs for achievement, power, and affiliation. Which of these needs would you attribute to Plank? If you were to rank them in order of significance to Plank, which will be first, second, and third? morli blot bas isdisgod ssovolgins 21 ym bellco I THA ai vasqmoo offs dguorit as Isol of uov Insw I no won mont 3. What's the evidence in the case that job enrichment is a key part of the way work is done at Under Armour? as ni show supinlost eids bluow son show wov aword bus arab doid sbiosb BOY .eqolowns veg 4. Watch Kevin Plank give the keynote speech at the 2010 Cupid's Cup for the Robert H. Smith School of Business at the University of Maryland (https://www.youtube.com/watch?v=CozI1mcmEkM). From the video, what are some of his motivational team themes that he lists? J moilavior aid 9zu Ghdah .gribbil ardoY doa bollso at ezenieud ed asboT Cumulative Questions 107 5. Chapter 6 distinguished between transformational, charismatic, and transactional leadership theories; which one of these best describes Kevin Plank? wov ylw siste , anonjesup assured spore er) and podT anoumoup aniwollot off aswand . Based on the discussion in Chapter 5 on passive, aggressive, and assertive behavior, what type of behavior do you think Kevin Plank has shown in the case narrative on him? 1. The Big Five Model of Personality (Chapter 2) categorizes traits into the dimensions of surgency, agreeableness, ad- justment, conscientiousness, and open to experience. Which of these dimensions can you attribute to Kevin Plank? ase Exercise and Role-Play tion: Under Armour went from $17.000 in revenue in 1996 to $110,000 in 199/ to $400,000 to $1.3 million to million quarter to more than a $5 billion in sales. It is one of those ding to the case, one of Kevin