Organizational Leadership Dunn’s Emporium Experiences Growth Dunn’s Emporium is going gangbusters and George who owns the deli next door is getting ready to retire. Dunn is in the process of acquiring The Deli. Although most of the local long-time employees at Dunn’s and The Deli have been on board with the merger some employees have never been happy. The Deli people did not trust the new ice cream manager because of his age. Fresh out of culinary school, John Levitz, at age 22 became the ice cream manager. Ice cream was one of The Deli’s biggest iconic menu offerings. The ice cream is homemade and The Deli offers a special flavor each week. John has big ideas in expanding the ice cream business by having classes and opportunities for customers to make their own flavors. He is passionate about his job but sometimes rubs the older employees the wrong way. He can be arrogant about his skill. He thinks he is being confident. The chef at The Deli is jealous of the newcomer because he has wanted to change the menu for some time. He thinks that George’s retirement will be the demise of his dreams because the new General Manager that is working with George is not on board with innovation. His attitude is “if isn’t broken don’t fix it.” However, the new General Manager tells Dunn and George that he is happy with making changes. Dunn’s sporting goods has had a change of employment as well and a new group of South American immigrants has come to work at the Emporium. Dunn is impressed with the wonderful skills of the workers as they display outstanding repair work and the group’s work ethic as seen by their willingness to work long hours during the ski season is impressive. Dunn’s long term employees agree that the new employees are a good addition to the staff but find working with the group hard because they are not able to understand Spanish and sometimes it creates problems in communicating order information. Also, the group tends to stick together. They even eat lunch together despite attempts by the other employees to get them to join in with the rest of the group. There seems to be a growing frustration on the part of the original group. What neither the original employees nor Dunn know is that because of the language barrier the new South American employees are apprehensive about being included in the group because they cannot speak English well and do not know how to break the language barrier. What the original employees do not know as well is that Esteban Enrique has asked to be promoted to the vacancy as head of the second shift in the repair shop. Dunn has concerns that if Estaban is promoted that it might be hard to keep the cohesiveness of the group. He is especially concerned because his nephew who works the evening shift during the off season would like the job. In short, Dunn has to revisit his organizational structure, culture and vision to make the changes necessary to prevent future problems with the bus.

1. Organizational Leadership
Dunn’s Emporium Experiences Growth
Dunn’s Emporium is going gangbusters and George who owns
the deli next door is getting ready to retire. Dunn is in the
process of acquiring The Deli. Although most of the local long-
time employees at Dunn’s and The Deli have been on board
with the merger some employees have never been happy.
The Deli people did not trust the new ice cream manager
because of his age. Fresh out of culinary school, John Levitz,
at age 22 became the ice cream manager. Ice cream was one of
The Deli’s biggest iconic menu offerings. The ice cream is
homemade and The Deli offers a special flavor each week. John
has big ideas in expanding the ice cream business by having
classes and opportunities for customers to make their own
flavors. He is passionate about his job but sometimes rubs the
older employees the wrong way. He can be arrogant about his
skill. He thinks he is being confident. The chef at The Deli is
jealous of the newcomer because he has wanted to change the
menu for some time. He thinks that George’s retirement will be
the demise of his dreams because the new General Manager that
is working with George is not on board with innovation. His
attitude is “if isn’t broken don’t fix it.” However, the new
General Manager tells Dunn and George that he is happy with
making changes.
Dunn’s sporting goods has had a change of employment as well
and a new group of South American immigrants has come to

2. work at the Emporium. Dunn is impressed with the wonderful
skills of the workers as they display outstanding repair work
and the group’s work ethic as seen by their willingness to work
long hours during the ski season is impressive. Dunn’s long
term employees agree that the new employees are a good
addition to the staff but find working with the group hard
because they are not able to understand Spanish and sometimes
it creates problems in communicating order information. Also,
the group tends to stick together. They even eat lunch together
despite attempts by the other employees to get them to join in
with the rest of the group. There seems to be a growing
frustration on the part of the original group. What neither the
original employees nor Dunn know is that because of the
language barrier the new South American employees are
apprehensive about being included in the group because they
cannot speak English well and do not know how to break the
language barrier. What the original employees do not know as
well is that Esteban Enrique has asked to be promoted to the
vacancy as head of the second shift in the repair shop. Dunn
has concerns that if Estaban is promoted that it might be hard to
keep the cohesiveness of the group. He is especially concerned
because his nephew who works the evening shift during the off
season would like the job. In short, Dunn has to revisit his
organizational structure, culture and vision to make the changes
necessary to prevent future problems with the business.
Further, he hasn’t told anyone but he wants to put in new
software to monitor the staff hours, payroll, and business sales.
It will make information gathering much easier but will require
some staff scheduling changes and authority delegation.
Using you first organizational plan, culture, vision and mission,
discuss all the changes that Dunn might consider in keeping his
business expansion going strong. Also consider all the
leadership challenges that Dunn himself must address in the
areas of personal skills, leading change, diversity, knowledge

3. management, office politics and empowerment.
Concepts to Grade On:
The student must realign the new employees with the structure
and culture. They must address how a leader will deal with
millennium, change, diversity, knowledge management, office
politics, mentoring and empowerment. The student will also
discuss how Dunn might look at his own personal skills in
making hard decisions (like his nephew or rewarding Estaban
Enrique with a promotion). The student must also look at the
Chef’s role and John’s personality issues. In short, they must
give concrete ways through culture, organizational realignment
and leadership skills that will solve Dunn’s relationship
building concerns.
BMGT 365 Organizational Leadership
Assignment #2: Dunn’s Emporium Experiences Growth
Dunn’s Emporium is going gangbusters and George who owns
the deli next door is getting ready to retire. Dunn is in the
process of acquiring The Deli. Although most of the local long-
time employees at Dunn’s and The Deli have been on board
with the merger some employees have never been happy.
The Deli people did not trust the new ice cream manager
because of his age. Fresh out of culinary school, John Levitz, at
age 22 became the ice cream manager. Ice cream was one of The
Deli’s biggest iconic menu offerings. The ice cream is
homemade and The Deli offers a special flavor each week. John
has big ideas in expanding the ice cream business by having
classes and opportunities for customers to make their own
flavors. He is passionate about his job but sometimes rubs the
older employees the wrong way. He can be arrogant about his
skill. He thinks he is being confident. The chef at The Deli is
jealous of the newcomer because he has wanted to change the
menu for some time. He thinks that George’s retirement will be

4. the demise of his dreams because the new General Manager that
is working with George is not on board with innovation. His
attitude is “if isn’t broken don’t fix it.” However, the new
General Manager tells Dunn and George that he is happy with
making changes.
Dunn’s sporting goods has had a change of employment as well
and a new group of South American immigrants has come to
work at the Emporium. Dunn is impressed with the wonderful
skills of the workers as they display outstanding repair work
and the group’s work ethic as seen by their willingness to work
long hours during the ski season is impressive. Dunn’s long
term employees agree that the new employees are a good
addition to the staff but find working with the group hard
because they are not able to understand Spanish and sometimes
it creates problems in communicating order information. Also,
the group tends to stick together. They even eat lunch together
despite attempts by the other employees to get them to join in
with the rest of the group. There seems to be a growing
frustration on the part of the original group. What neither the
original employees nor Dunn know is that because of the
language barrier the new South American employees are
apprehensive about being included in the group because they
cannot speak English well and do not know how to break the
language barrier. What the original employees do not know as
well is that Esteban Enrique has asked to be promoted to the
vacancy as head of the second shift in the repair shop. Dunn has
concerns that if Estaban is promoted that it might be hard to
keep the cohesiveness of the group. He is especially concerned
because his nephew who works the evening shift during the off
season would like the job. In short, Dunn has to revisit his
organizational structure, culture and vision to make the changes
necessary to prevent future problems with the business. Further,
he hasn’t told anyone but he wants to put in new software to
monitor the staff hours, payroll, and business sales. It will make
information gathering much easier but will require some staff
scheduling changes and authority delegation.

5. Using you first organizational plan, culture, vision and mission,
discuss all the changes that Dunn might consider in keeping his
business expansion going strong. Also consider all the
leadership challenges that Dunn himself must address in the
areas of personal skills, leading change, diversity, knowledge
management, office politics and empowerment.
Concepts to Grade On:
The student must realign the new employees with the structure
and culture. They must address how a leader will deal with
millennium, change, diversity, knowledge management, office
politics, mentoring and empowerment. The student will also
discuss how Dunn might look at his own personal skills in
making hard decisions (like his nephew or rewarding Estaban
Enrique with a promotion). The student must also look at the
Chef’s role and John’s personality issues. In short, they must
give concrete ways through culture, organizational realignment
and leadership skills that will solve Dunn’s relationship
building concerns.
Grading Rubric for Final Project (35%)
BMGT 365 Organizational Leadership
Assignment #2: Dunn’s Emporium Experiences Growth
Dunn’s Emporium is going gangbusters and George who owns
the deli next door is getting ready to retire. Dunn is in the
process of acquiring The Deli. Although most of the local long-
time employees at Dunn’s and The Deli have been on board
with the merger some employees have never been happy.
The Deli people did not trust the new ice cream manager
because of his age. Fresh out of culinary school, John Levitz, at
age 22 became the ice cream manager. Ice cream was one of The
Deli’s biggest iconic menu offerings. The ice cream is
homemade and The Deli offers a special flavor each week. John
has big ideas in expanding the ice cream business by having
classes and opportunities for customers to make their own
flavors. He is passionate about his job but sometimes rubs the
older employees the wrong way. He can be arrogant about his
skill. He thinks he is being confident. The chef at The Deli is

6. jealous of the newcomer because he has wanted to change the
menu for some time. He thinks that George’s retirement will be
the demise of his dreams because the new General Manager that
is working with George is not on board with innovation. His
attitude is “if isn’t broken don’t fix it.” However, the new
General Manager tells Dunn and George that he is happy with
making changes.
Dunn’s sporting goods has had a change of employment as well
and a new group of South American immigrants has come to
work at the Emporium. Dunn is impressed with the wonderful
skills of the workers as they display outstanding repair work
and the group’s work ethic as seen by their willingness to work
long hours during the ski season is impressive. Dunn’s long
term employees agree that the new employees are a good
addition to the staff but find working with the group hard
because they are not able to understand Spanish and sometimes
it creates problems in communicating order information. Also,
the group tends to stick together. They even eat lunch together
despite attempts by the other employees to get them to join in
with the rest of the group. There seems to be a growing
frustration on the part of the original group. What neither the
original employees nor Dunn know is that because of the
language barrier the new South American employees are
apprehensive about being included in the group because they
cannot speak English well and do not know how to break the
language barrier. What the original employees do not know as
well is that Esteban Enrique has asked to be promoted to the
vacancy as head of the second shift in the repair shop. Dunn has
concerns that if Estaban is promoted that it might be hard to
keep the cohesiveness of the group. He is especially concerned
because his nephew who works the evening shift during the off
season would like the job. In short, Dunn has to revisit his
organizational structure, culture and vision to make the changes
necessary to prevent future problems with the business. Further,
he hasn’t told anyone but he wants to put in new software to
monitor the staff hours, payroll, and business sales. It will make

7. information gathering much easier but will require some staff
scheduling changes and authority delegation.
Using you first organizational plan, culture, vision and mission,
discuss all the changes that Dunn might consider in keeping his
business expansion going strong. Also consider all the
leadership challenges that Dunn himself must address in the
areas of personal skills, leading change, diversity, knowledge
management, office politics and empowerment.
Concepts to Grade On:
The student must realign the new employees with the structure
and culture. They must address how a leader will deal with
millennium, change, diversity, knowledge management, office
politics, mentoring and empowerment. The student will also
discuss how Dunn might look at his own personal skills in
making hard decisions (like his nephew or rewarding Estaban
Enrique with a promotion). The student must also look at the
Chef’s role and John’s personality issues. In short, they must
give concrete ways through culture, organizational realignment
and leadership skills that will solve Dunn’s relationship
building concerns.
Grading Rubric for Final Project (35%)
BMGT 365 Organizational Leadership
Assignment #2: Dunn’s Emporium Experiences Growth
Dunn’s Emporium is going gangbusters and George who owns
the deli next door is getting ready to retire. Dunn is in the
process of acquiring The Deli. Although most of the local long-
time employees at Dunn’s and The Deli have been on board
with the merger some employees have never been happy.
The Deli people did not trust the new ice cream manager
because of his age. Fresh out of culinary school, John Levitz, at
age 22 became the ice cream manager. Ice cream was one of The
Deli’s biggest iconic menu offerings. The ice cream is
homemade and The Deli offers a special flavor each week. John
has big ideas in expanding the ice cream business by having
classes and opportunities for customers to make their own
flavors. He is passionate about his job but sometimes rubs the

8. older employees the wrong way. He can be arrogant about his
skill. He thinks he is being confident. The chef at The Deli is
jealous of the newcomer because he has wanted to change the
menu for some time. He thinks that George’s retirement will be
the demise of his dreams because the new General Manager that
is working with George is not on board with innovation. His
attitude is “if isn’t broken don’t fix it.” However, the new
General Manager tells Dunn and George that he is happy with
making changes.
Dunn’s sporting goods has had a change of employment as well
and a new group of South American immigrants has come to
work at the Emporium. Dunn is impressed with the wonderful
skills of the workers as they display outstanding repair work
and the group’s work ethic as seen by their willingness to work
long hours during the ski season is impressive. Dunn’s long
term employees agree that the new employees are a good
addition to the staff but find working with the group hard
because they are not able to understand Spanish and sometimes
it creates problems in communicating order information. Also,
the group tends to stick together. They even eat lunch together
despite attempts by the other employees to get them to join in
with the rest of the group. There seems to be a growing
frustration on the part of the original group. What neither the
original employees nor Dunn know is that because of the
language barrier the new South American employees are
apprehensive about being included in the group because they
cannot speak English well and do not know how to break the
language barrier. What the original employees do not know as
well is that Esteban Enrique has asked to be promoted to the
vacancy as head of the second shift in the repair shop. Dunn has
concerns that if Estaban is promoted that it might be hard to
keep the cohesiveness of the group. He is especially concerned
because his nephew who works the evening shift during the off
season would like the job. In short, Dunn has to revisit his
organizational structure, culture and vision to make the changes
necessary to prevent future problems with the business. Further,

9. he hasn’t told anyone but he wants to put in new software to
monitor the staff hours, payroll, and business sales. It will make
information gathering much easier but will require some staff
scheduling changes and authority delegation.
Using you first organizational plan, culture, vision and mission,
discuss all the changes that Dunn might consider in keeping his
business expansion going strong. Also consider all the
leadership challenges that Dunn himself must address in the
areas of personal skills, leading change, diversity, knowledge
management, office politics and empowerment.
Concepts to Grade On:
The student must realign the new employees with the structure
and culture. They must address how a leader will deal with
millennium, change, diversity, knowledge management, office
politics, mentoring and empowerment. The student will also
discuss how Dunn might look at his own personal skills in
making hard decisions (like his nephew or rewarding Estaban
Enrique with a promotion). The student must also look at the
Chef’s role and John’s personality issues. In short, they must
give concrete ways through culture, organizational realignment
and leadership skills that will solve Dunn’s relationship
building concerns.
Grading Rubric for Final Project (35%)
2