Scenario 2: Power, Influence, and Motivation Tactics

With the turnover on her team, Amandeep has a new team member on secondment from another area of Falcon University. Vivek is the interim Director of Operations for the department, and he has a significant finance, IT and project management background. Vivek was interested in this role to broaden his knowledge of the University, to have the opportunity to work collaboratively with a cross-functional team and to make an impact in improving fundraising and alumni engagement.

Vivek has worked very diligently to learn the unique systems and processes in his new department and is engaging his colleagues in discovering problems and collaboratively working on solutions. Although there is no clear strategy or goals in the department, Vivek has already implemented improvements in his first 6 months. Despite Vivek's attempts to clarify expectations with Amandeep, she has now cancelled two meetings that he has initiated to set some goals.

Following an Executive meeting with her President and other VPs, Amandeep calls Vivek into her office. After 90 minutes, Vivek leaves looking shocked and deflated. He has just been assigned a large project on top of his already full workload. This project seems ill-conceived, and it does not excite him at all. Vivek was not engaged in defining the goals and timelines and he feels that they are completely unattainable. Amandeep was not willing to listen to his concerns and was of the perspective that he has lots of capacity. In her mind, he has been focusing on the wrong things and has wondered what he is keeping busy with all this time.

Amandeep thought he would be excited for this project and surprised at his response. She was wondering perhaps if she should offer him a project bonus if he achieves the goals in the timelines that she and her executive team set. At the end of the day, they are the leaders of the organization, and their directive should be accepted. If the idea of the bonus won't convince Vivek then perhaps a poor performance rating will convince him to change his attitude.

In the meantime, Vivek is regretting his decision to accept this secondment. In his previous department, he was compensated at the same rate with very little stress, clear goals and feedback from his previous VP. That VP would never arbitrarily assign a massive project like this. Now he has even more work and stress at the same compensation rate. He wonders if he should arrange an offsite lunch meeting with his former VP to share his concerns with Amandeep's behaviour. Perhaps his former VP can influence through the President or maybe he will be willing to take Vivek back on his team so that he can avoid this mess.

Student's Name (Each student in the team only needs to complete one row)	Outline Key Case Detail	OB Concept that Connects to Case Detail (State the page number in parentheses)	Explain How this OB Concept connects to this Case Detail. Indicate the OB concepts using a bold font.
PROFESSOR	EXAMPLE: Vivek has rotated onto Amandeep's team from another department to advance his skills and knowledge of the academy. He is implementing improvements despite a lack of goal clarity and feedback from Amandeep.	EXAMPLE: Intrinsic & Extrinsic motivation (p. 126) Expectancy Theory (p. 134) Reinforcement Theory (p. 141)	EXAMPLE: Vivek is motivated intrinsically with this role, as he knows the job will help him better understand the university's structures and help him make an impact in his home-role. This desire to make an impact is an example of intrinsic motivation. Vivek's perspective is influenced by Expectancy Theory, in which he believes his effort will lead to good performance, which will then lead to an organizational reward that will satisfy his own personal goals. Without clear goals or feedback to promote reinforcement of desired outcomes/behaviour (Reinforcement Theory) from Amandeep, there is no way for Vivek to understand what he is doing is right, which reduces Vivek's engagement overall.
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