Problem Scenario A  Note: All character and company names are fictional and   are not intended to depict any actual person or business. 

Your meeting with   the chief executive officers (CEOs) of UWEAR and PALEDENIM went well. In a   discussion following the meeting, Theresa Tramlin, the CEO of UWEAR,   mentioned that she would like you to spend some time in the field with her   top sales representative to get a feel for what the salespeople face every   day selling in the current business environment. Today, you are scheduled to   spend the day with Joe Smith.

As you walk across   the lobby of UWEAR, you see Theresa talking to a tall, distinguished-looking   man. This is Joe Smith, Theresa introduces when you step up to them. You’ll be spending some time with him today in the field. 

Nice to meet you,   Joe, you respond, shaking Joe’s hand. 

Theresa says   goodbye and makes her way to the elevator while you and Joe head toward the   parking garage. We’re going to meet with a couple of clients today, Joe   explains. First, we’ll have lunch with Bill Bateman, the CEO of the   Peninsula Hotel chain. He’s a great guy and I’m sure you’ll enjoy meeting   him.

Where are we   meeting him for lunch? I ask, getting into Joe’s car. 

Bill’s hotel, the   Peninsula, has a great restaurant that I frequently use to meet clients, Joe   answers. The food is outstanding. We’re going to meet him there to discuss   the renewal of his uniform contract.

As you continue   the drive to the hotel, Joe elaborates on his business history with Bill. I   was able to win the contract for the Peninsula chain last year, he explains. We were just able to underbid our competitor, Threads4U. In fact, Bill said   that I underbid them by about $5 per uniform. Great victory on my part.â

It sounds like   you’ve established a great working relationship with Bill, you say. 

Oh, yeah, Joe   agrees. He’s a great guy. The first time we met, I was on my way to buy a   nice bottle of cabernet as a birthday gift for my wife. She loves the   expensive wines. I happened to mention this to Bill, he said he orders it all   the time and offered to give me some for free. I told him it wasn’t 

necessary, but he   insisted. When I got my car back from the valet, I found not just a bottle,   but an entire case of high-end cabernet in my trunk. Joe shakes his head,   smiling. But that’s just the kind of guy Bill is. 

It sounds like it   worked out for you and your wife, you comment. Did she enjoy her birthday   gift? 

Yes, Joe says.  We both enjoyed it for quite some time. Well, here we are, he adds, pulling   up the Peninsula Hotel. 

As you park and   exit the car, Joe explains, Since Bill and I have been doing business, hes   referred three other hotel owners to me to supply their uniforms. Except for   when Im meeting with one of his competitors, I usually conduct business   meetings with clients here at the restaurant in Bills hotel. 

Its a beautiful   hotel, you comment as Joe leads you through the lobby, admiring the elegant   dacor. No wonder you enjoy coming here. I wouldnt mind bringing my family   here for a weekend sometime. 

Actually, Joe   says, My wife and I have become really good friends with Bill and his wife.   He often invites us out onto his yacht with his family, we go to social   events with them, and weve stayed at the hotel several times. We really   enjoy it. You should bring your family sometime, too. Kids love the pool with   the waterfall. 

You nod, following   Joe into the hotels restaurant. After all youve heard about Bill, you are   very interested in meeting him.

Problem Scenario B: Company Merger

Note: All character and company names are fictional and are not intended to depict any actual person or business. 

Knowing that mergers may require a dramatic change in company culture, you realize that you need to meet with the human resources (HR) and leadership teams because they will play important roles in the merger. The leadership team will drive the change, and the HR team will be charged with managing the change. You have scheduled a meeting with Steve Maine, your vice president at ALTAP consulting, to consult with him on this project. 

“Thanks for meeting me today, Steve,” you begin. “I need to talk through some of the issues before meeting with the HR and leadership teams at UWEAR and PALEDENIM. The merger is going well, but it is becoming apparent that there are some significant change issues that need to be addressed.” 

“I’ve heard good things about your work on this project,” Steve answers. “I’m sure you have it under control, but I’ll be happy to help where I can.”  

“We are dealing with the issues of joining together two very disparate companies,” you explain. “On the one hand, UWEAR is public and has 100 employees; on the other hand, PALEDENIM is private with only 15 employees. They basically provide the same type of service, but they are completely different businesses in how they operate inside and outside of the company.” 

You continue, “Yes, and both the employees and managers of each company have different philosophies and expectations. PALEDENIM employees and managers have a kind of ‘one-for-all and all-for-one’ attitude. They all chip in to get the job done. The UWEAR employees and managers look at things differently. They’re more apt to do their jobs, get them done, and go home without consideration for what else the rest of the team needs to complete.” 

“That is definitely a culture issue,” Steve agrees. “In fact, that is the classic definition of a culture issue. I’m sure they’re also dealing with the typical power struggles. I bet everyone is worried about whether their department will be headed by a UWEAR manager or a PALEDENIM manager.”  

“Exactly,” you say. “I know the intention of the merger is to benefit both companies, but there are unintended consequences as well. We need to do whatever we can to help the employees of both companies get through this with the fewest glitches possible.

ASSIGNMENT DETAILS: 500 – 700 WORDS

  PLEASE USE REFERENCES AND CITE

Theresa and Mike fully support creating a code of conduct for the merged organization. They have asked the consultant to recommend how they should approach the code of conduct development, especially given the need to coalesce the merged companies into one team with a shared mission and values.

Prepare your response to their request. Address the following and any additional topics you believe are important:What process should be used to identify the relevant elements to include in the code of conduct? Apply concepts from the course readings to support your recommendation.  Who should be involved, and why?  What is the role of leadership in developing the code of conduct?  Consider leadership styles, communication, decision-making approach, and collaboration, along with any other issues you deem relevant. What ongoing processes and leadership actions are important to ensure long-term awareness of and compliance with the code of conduct?   Identify an area about which you would like additional information to fully respond to the request for the recommended approach to develop a code of conduct. Research peer-reviewed journals in the library to learn more about that area. Apply concepts from at least 1 article that you researched to the development of your recommendation.The materials found in the M.U.S.E. may help you with this assignment, such as the audio files Clearer Definitions Needed and Terminating Factors. These files provide real-world experiences, which may help you with this assignment.