Description
Instructions:
1- This is an individual assignment
2- The answers should be your own and not copied from any online sources
3- Any copied work will result in Zero points (NO Exception) including the use of ChatGPT
4- You must answer the 2 questions attached at the end of the Case study
5- Each Question is worth 5 points
6- You must submit on Moodle by the date and time indicated above
7- Any late submissions will lose 1 point for each day missed
Assessment 1-Summer 2024
Case Study
Course
Class instructor
Dr.Deema Aljuhani
Section
Deadline Date
College
7-7-2024 at 11:59pm
Jeddah International College
Student Name
ID
Grade out of (10)
Comments
Instructions:
1- This is an individual assignment
2- The answers should be your own and not copied from any online sources
3- Any copied work will result in Zero points (NO Exception) including the use of ChatGPT
4- You must answer the 2 questions attached at the end of the Case study
5- Each Question is worth 5 points
6- You must submit on Moodle by the date and time indicated above
7- Any late submissions will lose 1 point for each day missed
Good Luck!
Jeddah International College
1
Case Study: Acme Manufacturing Company
Steve Arnold is a production manager at Acme Manufacturing Company in New Jersey. When
he arrived at the plant on Tuesday morning at 8:45, he was already late for work. Steve had
overslept that morning because the night before he had stayed up late to finish the monthly
production report for his department. Entering the office Steve greeted his secretary, Ruth
Sweeney, and asked whether anything urgent needed his immediate attention. Ruth reminded
him of the staff meeting at 9:30 with Steve’s boss—Frank Jones, the vice president for
production—and the other production managers. Steve thanked Ruth for reminding him (he
had forgotten about the meeting) and continued on to his adjoining office to look for the email
announcing the meeting. He vaguely remembered getting it a week earlier, but he did not read
it carefully or look at the attached materials.
His phone rang, and it was Sue Bradley, the sales vice president, who was inquiring about the
status of a rush order for one of the company’s important clients. Steve promised to look into
the matter and get back to her later in the day with an answer. Steve had delegated the rush
order last week to Lucy Adams, one of his production supervisors, and he had not thought
about it since then. Stepping back into the outer office, Steve asked Ruth if she had seen Lucy
today. Ruth reminded him that Lucy was at a training workshop in California and would be
difficult to reach until the session ended late in the afternoon, because the workshop facilitators
regard cell phone calls and text messages as an unnecessary distraction.
Going back into his office, Steve sent a text message to Lucy asking her to call him as soon as
possible. Then, he resumed his search for the email about the meeting with his boss and the
other production managers. He found it in his large collection of unprocessed emails, and it
said the purpose of the meeting was to discuss a proposal for changing the quality-control
procedures. By now it was 9:25, and there was no time to read the proposal. He hurried out to
get to the meeting on time. During the meeting, the other production managers participated in
the discussion and made helpful comments or suggestions. Steve was not prepared for the
meeting and did not contribute much except to say that he did not anticipate any problems with
the proposed changes.
Jeddah International College
2
The meeting ended at 10:30, and Steve returned to his office, where he found Paul Chen, one
of his production supervisors, waiting for him. Paul wanted to discuss a problem caused in the
production schedules by a major equipment breakdown. Steve called Glenda Brown, his
assistant manager, and asked her to join them to help rearrange the production schedules for
the next few days. Glenda came in shortly and the three of them worked on the production
schedules. They finished around noon and went out for lunch.
Soon after returning from lunch, his boss (Frank Jones) stopped in to ask about the quality
report for last week. Steve explained that he had given top priority to finishing the monthly
production report and would do the quality report next. Frank was irritated, because he needed
the quality data to finalize his proposal for new procedures, and he thought Steve understood
this task was more urgent than the production report. He told Steve to get the quality data to
him as soon as possible and left. Steve immediately called Glenda Brown and asked her to
bring the quality data to his office. The task of reviewing the data and preparing a short
summary was not difficult, but it took longer than he anticipated. It was 2:40 by the time Steve
completed the report and attached it to an email to his boss.
Looking at his calendar, Steve noticed that he was already late for a 2:30 meeting of the plant
safety committee. The committee meets weekly to review safety problems, and each
department sends a representative. Steve rushed out to the meeting, which was held in another
part of the plant. The meeting was dull this week, without any important issues or problems to
discuss. The meeting ended at 3:30, and when Steve unmuted his cell phone he discovered that
Lucy had tried to contact him before leaving to fly home from the conference. Steve walked
back through his section of the plant and stopped to talk to his assistant manager Glenda. She
wanted some advice on how to resolve a problem in the production assignments for the next
day, and they discussed the problem for about a half-hour. When Steve returned to his office
at 4:05, he was feeling tired and decided it was time to go home. As he drove out of the parking
lot, Steve reflected that he was getting further behind in his work and wondered what he could
do to get better control over his job.
Jeddah International College
3
Questions 1. What specific things did Steve do wrong, and what should have been done
in each instance?
Questions 2. What should Steve do to become more effective as a manager?
Jeddah International College
4
Case Study
Course
Class instructor
Dr.Deema Aljuhani
Section
Deadline Date
College
7-7-2024 at 11:59pm
Jeddah International College
Student Name
ID
Grade out of (10)
Comments
Instructions:
1- This is an individual assignment
2- The answers should be your own and not copied from any online sources
3- Any copied work will result in Zero points (NO Exception) including the use of ChatGPT
4- You must answer the 2 questions attached at the end of the Case study
5- Each Question is worth 5 points
6- You must submit on Moodle by the date and time indicated above
7- Any late submissions will lose 1 point for each day missed
Good Luck!
Jeddah International College
1
Case Study: Acme Manufacturing Company
Steve Arnold is a production manager at Acme Manufacturing Company in New Jersey. When
he arrived at the plant on Tuesday morning at 8:45, he was already late for work. Steve had
overslept that morning because the night before he had stayed up late to finish the monthly
production report for his department. Entering the office Steve greeted his secretary, Ruth
Sweeney, and asked whether anything urgent needed his immediate attention. Ruth reminded
him of the staff meeting at 9:30 with Steve’s boss—Frank Jones, the vice president for
production—and the other production managers. Steve thanked Ruth for reminding him (he
had forgotten about the meeting) and continued on to his adjoining office to look for the email
announcing the meeting. He vaguely remembered getting it a week earlier, but he did not read
it carefully or look at the attached materials.
His phone rang, and it was Sue Bradley, the sales vice president, who was inquiring about the
status of a rush order for one of the company’s important clients. Steve promised to look into
the matter and get back to her later in the day with an answer. Steve had delegated the rush
order last week to Lucy Adams, one of his production supervisors, and he had not thought
about it since then. Stepping back into the outer office, Steve asked Ruth if she had seen Lucy
today. Ruth reminded him that Lucy was at a training workshop in California and would be
difficult to reach until the session ended late in the afternoon, because the workshop facilitators
regard cell phone calls and text messages as an unnecessary distraction.
Going back into his office, Steve sent a text message to Lucy asking her to call him as soon as
possible. Then, he resumed his search for the email about the meeting with his boss and the
other production managers. He found it in his large collection of unprocessed emails, and it
said the purpose of the meeting was to discuss a proposal for changing the quality-control
procedures. By now it was 9:25, and there was no time to read the proposal. He hurried out to
get to the meeting on time. During the meeting, the other production managers participated in
the discussion and made helpful comments or suggestions. Steve was not prepared for the
meeting and did not contribute much except to say that he did not anticipate any problems with
the proposed changes.
Jeddah International College
2
The meeting ended at 10:30, and Steve returned to his office, where he found Paul Chen, one
of his production supervisors, waiting for him. Paul wanted to discuss a problem caused in the
production schedules by a major equipment breakdown. Steve called Glenda Brown, his
assistant manager, and asked her to join them to help rearrange the production schedules for
the next few days. Glenda came in shortly and the three of them worked on the production
schedules. They finished around noon and went out for lunch.
Soon after returning from lunch, his boss (Frank Jones) stopped in to ask about the quality
report for last week. Steve explained that he had given top priority to finishing the monthly
production report and would do the quality report next. Frank was irritated, because he needed
the quality data to finalize his proposal for new procedures, and he thought Steve understood
this task was more urgent than the production report. He told Steve to get the quality data to
him as soon as possible and left. Steve immediately called Glenda Brown and asked her to
bring the quality data to his office. The task of reviewing the data and preparing a short
summary was not difficult, but it took longer than he anticipated. It was 2:40 by the time Steve
completed the report and attached it to an email to his boss.
Looking at his calendar, Steve noticed that he was already late for a 2:30 meeting of the plant
safety committee. The committee meets weekly to review safety problems, and each
department sends a representative. Steve rushed out to the meeting, which was held in another
part of the plant. The meeting was dull this week, without any important issues or problems to
discuss. The meeting ended at 3:30, and when Steve unmuted his cell phone he discovered that
Lucy had tried to contact him before leaving to fly home from the conference. Steve walked
back through his section of the plant and stopped to talk to his assistant manager Glenda. She
wanted some advice on how to resolve a problem in the production assignments for the next
day, and they discussed the problem for about a half-hour. When Steve returned to his office
at 4:05, he was feeling tired and decided it was time to go home. As he drove out of the parking
lot, Steve reflected that he was getting further behind in his work and wondered what he could
do to get better control over his job.
Jeddah International College
3
Questions 1. What specific things did Steve do wrong, and what should have been done
in each instance?
Questions 2. What should Steve do to become more effective as a manager?
Jeddah International College
4
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