Task 1. Ten years ago, Sally Truin founded the waste recycling company ARC to offer a specialist waste disposal service to schools and colleges. The company was successful and began to expand rapidly. To cope with this expansion, Sally implemented a robust administrative process to manage and control contract performance. This administrative procedure has been delegated to the Contract Management unit, who track which collections have been made by which areas of processing teams. Sally has sole responsibility for obtaining and establishing processing contracts, but he leaves the day-to-day responsibility for administering and monitoring contracts to Contract Management. It strictly defines what must be done for each contract and how it must be controlled. "I had to do it," he said, "because workers in this country are naturally lazy and lack initiative. I've found that if you don't tell them exactly what to do or how to do it, it won't get done properly. " Most of the employees working in Contract Management like and respect Sally for his success in business and his ability to make instant decisions when they come to him with a problem. Some employees complained about his autocratic management style, but most of them have already left the company and work in other organizations. A few months ago, realizing that he was a self-taught manager, Sally enrolled himself in a one-week course that actively promotes and promotes a democratic style of management. The courses made Sally question his previous approach to leadership. It was also the first time in three years that Sally had been absent from the office during business hours for an extended period of time. However, every night that he attended the course, he had to deal with e-mails from Contracts Management with contract issues and asking him what action they should take. He became exasperated by his staff's inability to take action to address these issues. He discussed the issue with his course instructors. They suggested that his employees would be more efficient and motivated if their work was enriched and if they were empowered to make decisions themselves. After returning from the course, Sally called a meeting of the Contract Management staff, where he announced that from this day forward, employees would be responsible for making management decisions themselves, rather than having problems delegated to him. Sally, in turn, had to focus on getting contracts and signing them. However, problems with new contracts arose very quickly. Fear of making a mistake and uncertainty about what they were doing led to detailed discussions among employees before a preliminary decision was made. The operational processing team was particularly critical of the new approach. One of the participants said that "first, we got a very clear decision quickly. Now the decision can take several days and seems to have no authority. The new approach also caused tension and stress in Contract Management and increased absenteeism. At the next meeting, staff from Contract Management asked Sally to return to her old management style and work responsibilities. "We prefer old Sally Truin," they said, "The training course has spoiled you." Reluctantly, Sally agreed to their requests, and so all the problems returned to him. However, he is not happy about returning to the previous methods of work. He works long hours and expresses concern about his health. In addition, he realizes that he has little time to acquire and plan contracts and this severely limits the company's ability to expand. Task: 1) analyze the leadership style of Sally Truin before and after the training course and explain why the change of leadership style in "ARC" was unsuccessful; 2) define the main principles of development and management decision-making in "ARC". 3) offer options for solving the problem that arose in "ARC".