"Managing Away Bad Habits Team Assignment Organizational Behavior IILeadership Assigned is ashort case from the exercise Managing Away Bad Habits. The task is to develop a turnaround strategy for these people. For each case 1. Identify what you consider to be the core problem. In other words what is causing the person described in the case to be ineffective 2. Determine the best method of giving feedback to the person will it be easy a challenge what is the best modality. 3. How would you turn this person into a success Your paper should be no more than 1.5 pages in length . Please be concise in your recommendations. There is no need for extensive or unnecessary prose. Case

" Andrew seemed determined to defy authority—and everything associated with authority, including societal tradition, company custom, and good taste. He was endlessly confrontational and abrasive in the office—and with clients—always “in your face.” He felt it was important to break the rules in the name of honesty, expose the hypocrites, and enlighten the ignorant. Someone has to stand up and speak the truth, Andrew would insist. Andrew, in fact, accomplished none of those objectives. Sadly, what he did achieve was the derailment of his own career. At the peak of his career Andrew was a senior project leader for a large management consulting firm in Boston. His job was to direct teams of between four and ten subordinates who would engage corporations in the difficult, sensitive, and critically important work of defining elements of the corporation’s best strategies for success in a risky, unpredictable world. To understand Andrew’s self-destructive behavior, you have to understand the culture in which he worked. Andrew’s firm was not rigid and hidebound. You don’t achieve the kind of success that firm has achieved in the world by following a dictum that the solution to yesterday’s problem is the answer to tomorrow’s problem. For the most part Andrew’s superiors, peers, and subordinates were very smart and open-minded about new approaches to new challenges, very adaptable. That said, the firm still had a strong sense of decorum. Everyone in the firm who might be seen by a client during the workday—even a chance meeting with someone else’s client—wore a suit, or for women employees a suit or other conservative mode of dress. The firm’s dining room was always well stocked with fruit, breads, and cheese that employees could take back to their offices when they had no time for lunch; it was assumed that no one would fill a tote bag of those offerings to take home. Rarely did anyone raise his or her voice in public—and no one ever said anything before an audience that would embarrass a colleague. Andrew broke all of the rules. He was large and heavy and likely to attract attention anyhow, but he really made himself stand out with his dress. He wore ties, but of the Nicole Miller opera tickets print variety, not the conservative stripes and Cases that were de rigueur. He regularly went a little too long between haircuts. He sported long sideburns long after they went out of fashion. He made a ceremony of stuffing fruits and cheeses into his bag to take home. Most of all, he loved a good fight. His favorite way of drawing attention to himself during a meeting was to explode, “The answer is so obvious. How come I’m the only one in the room who gets it, and I’m not even a partner?”