Some would argue that managing and leadership often get blurred for an engineering leader. Given below a scenarios. For each scenario provide two comments:

$1$ your personal opinion as to how you would address the scenario

$2$ any justification for your position from Chapter $3$ of the foundations text $($ e$.$g$.,$ McClelland$$s Trio of Needs, Maslow$$s Hierachy of Needs, etc.$)$

you have been the manager of the engineering department for a large organization for a little over one year. The team had two major focuses, labor reporting and process improvement projects. The team is fairly large $(20$ engineers ranging in experience from $6$ months to $30$ years$).$ One of the responsibilities of the engineering department is to monitor labor rates and costs. The corporate structure has indicated that this function should now be under the direction of accounting. There will be a $60$ day transition of these responsibilities from the engineering team you manage to accounting. Seven of the engineers in your department were $100\%$ responsible for the labor reporting function. They were excellent at their jobs. They remained in your department and were reassigned to project work. However, they have not worked on projects for over $7$ years. They were not sure about changing their focus from labor reporting to project work. Their motivation is clearly low and have not performed well. Other $$project$$ engineers on the team feel that they are $$picking up the slack$.$ What say you?