Option 2 PowerPoint® Presentation Stanford Prison Experim.docx

Option 2: PowerPoint® Presentation:
Stanford Prison Experiment
situation or population. Justify
your reasoning.
Save your Assignment in the following format: Last name First
name Assignment.
(Example: SmithJohn_Unit7_Assignment).
Submit your Assignment by selecting the Unit 7: Assignment in
the Dropbox by the end
of Unit 7.
Research the Stanford Prison Experiment.
Create an 8–10 slide PowerPoint presentation incorporating
speaker notes to provide
an overview of the following:

explanatory, evaluative, or
a combination)? Justify your reasoning.
o Explain how they have or have not been complied with.
Explain your answer.
Include a title slide.
Include a reference slide.
Format your work consistent with APA guidelines.
PSY 618: Final Project Guidelines and Grading Guide
Overview
The final project for this course is the creation of an analysis
paper with a company-facing proposal section. It will be an in-
depth case study analysis with a
research component. It will focus on a company experiencing
issues with productivity. The student will function in the role of
a consultant by analyzing and
making recommendations based on psychological theories.
Students will answer the question “What recommendations
should be made to remedy the issues
surrounding low productivity?” The project is divided into three
milestones, which will be submitted at various points
throughout the course to scaffold learning

and ensure quality final submissions. These milestones will be
submitted in Modules Three, Seven, and Eight. The final project
will be submitted in Module Ten.
Outcomes
In this assignment, you will demonstrate your mastery of the
following course outcomes:
issues that effectively integrate motivational, leadership, and
consulting theories and
practices
ng
within the realm of industrial and organizational psychology
that synthesize contemporary
research, theory, and methods
-organizational
psychology based on accepted ethical standards in the field
effective collaboration and leadership skills through
participation in working teams
create a balanced and positive environment that fosters
psychological well-being
Prompt

The critical elements listed below must be addressed.
I. Summary and Description
Provide a summary and description of the case study company,
including the following:
a. An overview of the company
b. The products, goods, or services provided by the company
c. A description of the customer base of the company
d. An overview of the markets served by the company
e. Identification of the company’s major competitors
f. A description of the organizational structure, including
current leadership style
g. A breakdown of the diversity of the company’s employees
h. A description of the main issues affecting productivity
II. Analysis and Evaluation
Best Practices
Contemporary research, theory, and consulting are used to guide
companies to utilize practices that promote the best possible
outcomes. Within
the realm of industrial and organizational psychology, address
the following questions:
a. Which motivational theories can be used to help explain the
issues surrounding low productivity within this company? Why
are these
theories relevant? Are there other psychological theories that
could be used when analyzing low productivity (e.g., change
theories)? Why

are these theories relevant?
b. What type of leadership style is prominent at the company?
How does this management style affect employee morale?
Would changes to
this style affect productivity?
c. Is there a need for collaboration between the company’s
leadership and the consultant? What is the role of the consultant
when proposing
changes? Give an example where collaboration is mandatory
between leadership and the consultant.
Ethical Considerations
a. Is productivity affected by industry-specific ethical
standards? If so, explain the considerations of the ethical
dilemma.
b. What ethical responsibility does the consultant have in the
relationship with the client company?
Diversity
What is the relationship between diversity and productivity in
the organization?
Collaboration and Leadership Skills
Are working teams utilized throughout the organization? If so,

what have been the effects of employee participation in working
teams? Which
leadership skills are identified through involvement in team
efforts?
III. Proposal
Recommendations
a. What recommendations would you suggest to this company to
improve productivity through motivation? What motivational
theories can
be related to these recommendations? Explain their
significance.
b. Are there leadership changes needed? How would the
company’s leadership need to be involved in the change
process? Could leadership
styles affect the proposed changes?
c. In which type of role would the consultant work, in relation
to the various departments and work teams in the company, to
facilitate
change? In order to achieve the desired changes being
recommended, should the consultant take an active leadership
role in the change
process?
How will your proposed changes have a personal impact on the
employees within the company? Could there be unforeseen

ethical implications?
How do the proposed changes align with your personal values of
how employees should be treated?
Diversity
Are there changes you would propose to the current diversity of
the company to foster productivity and the well-being of
employees? How will
those changes affect both management and employees?
Collaboration and Leadership Skills
Are there any recommendations for the addition of or reduction
to the number of working teams? Why are these changes
needed?
IV. Conclusion and Follow-Up Follow-up is an essential
component of a consultant’s report to management. What type
of follow-up is needed to ensure
the proposed changes are being effectively implemented? Would
this conclude the relationship with the company?
The analysis paper will be based on the case study on the
following pages. Refer to this organizational chart when
completing the analysis paper.
http://snhu-
media.snhu.edu/files/course_repository/graduate/psy/psy618/psy
-618_sanderson_soaps_organization_chart.pdf
Case Study: Productivity at Sanderson Soaps

Company Profile
Sanderson Soaps is a small, family-owned and family-operated
company based in Portland, Maine. The company was founded
in
1978 by Emily Sanderson and her husband, James, in the early
years of their marriage, with Emily as the chief executive and
James as the vice president of product development. Together,
they combined Emily’s love of fragrance and knowledge of the
cosmetics industry with James’s degrees and experience in
organic chemistry. Armed with a small business license, two
patents,
and big dreams, these company founders quickly developed a
corporate philosophy and overarching mission, a few custom
personal care products, and goals for the success of their new
venture.
For more than 35 years, Sanderson Soaps has experienced
steady growth and modest success, with very few changes in
operational philosophy or structure. As the business grew,
employees were added, with family members receiving top
priority in
the hiring process. As with many small, family-operated
businesses, positions were often created whenever a relative
expressed
an interest in working for the family business. With over $3
million in gross sales last year and more than 30 employees,
Sanderson Soaps is on the verge of becoming a much larger
enterprise, with a loyal customer base and tremendous potential.
The company currently supplies more than 200 retailers in New
England with high-quality soaps, shampoos, and other
beauty products, with 24 individual products in six product
lines. Their signature classic floral scents are Rose and Lilac,
and they
also specialize in various coastal-themed products designed to
appeal to both male and female lovers of the New England

shoreline. The Sandersons have long wanted to expand into
other markets and eventually have a nationwide presence but
have
lacked the knowledge and resources necessary for such
expansion. In addition, the company experienced issues with
productivity
last quarter and was barely able to fill orders. The founding
couple also wants to develop a succession plan, as they are
nearing
retirement age and have begun to experience health issues. They
realize this will require a thorough review of their staff and
structure, as well as the identification and resolution of issues
stemming from the organization’s family-oriented operational
philosophy.
While Sanderson Soaps does not have a large cash reserve, there
is sufficient room in the budget to acquire expertise
and make necessary adjustments for the long-term success of
the company. There is also room for the company to acquire
debt
for the purposes of expansion, as Sanderson Soaps currently has
no long-term debt from facilities or equipment.
Of their 32 employees, Sanderson Soaps employs 18 family
members, including the 4 Sanderson children and 5
grandchildren, as well as several spouses, cousins, and other
relatives. The company’s vice president of marketing and sales
is
Emily Sanderson’s youngest sister, Margaret. There are four
divisions at Sanderson Soaps: product development and
production,
marketing and sales, distribution, and accounting.
Chief Executive Office
Emily Sanderson (61) is both a cofounder of the organization as

well as its chief executive officer (CEO). For many years, she
served as both the mother of four young children and as the
company’s one-stop-shop officer, handling marketing, sales,
accounting, human resources, and all other operational
responsibilities until the company’s growth enabled her to hire
additional
employees to help with some of these tasks. Known to be a fair
but strong-willed leader, Emily has a soft spot for family. Other
than her husband and her sister, she would not appoint any other
executives to lead divisions until her children became ready to
fill those roles. She tends to make excuses for the failings of
her loved ones, but she has tried to develop them to meet the
company’s needs and to provide them with secure employment.
Recently diagnosed as being in the early stages of Parkinson’s
disease, Emily is eager to identify a successor and begin
transitioning the business before her symptoms worsen.
Throughout all the years she has worked closely with her
family, she has
tried very hard not to show favoritism or to clearly pinpoint a
successor. While she believes that was in the best interest of the
company as a whole to this point, she knows she now has a very
difficult decision to make.
Emily employs one executive assistant in her office, her niece
Allison (31). Allison is Margaret’s daughter. Allison provides
clerical support to the entire organization and serves as the
backup receptionist. She has been working in Emily’s office
since she
graduated from college, and is very familiar with the
organization and its operations at all levels. Her leadership style
is much the

same as Emily’s, but she is not as blind to the flaws of family
and realizes that some changes are needed to move the
organization forward.
Product Development and Production
James Sanderson (62) is both a cofounder of the organization as
well as its vice president of product development and
production. (The “and production” part of the title was added in
1983, when the company hired Margaret as well as several more
employees and needed to clarify organizational structure.) An
organic chemist with a nose for fragrance, he is adept at turning
his wife’s ideas and suggestions into quality lotions, soaps,
shampoos, and other products.
There are six employees in James’s division: two who work
with him in developing and testing new products and four
who work to produce existing product lines. His eldest
daughter, Janet (37), is considered his “right arm” in developing
new
products. A brilliant mind with a degree in organic chemistry,
Janet loves working with her father, and together they make a
very
strong team. Her younger sister, Amy (30), and Amy’s husband,
Sanjay (34), work in production along with two non-family
members. Sanjay also has a degree in organic chemistry, but his
ideas differ greatly from those of Janet and James. Not only
does
he resent being the only non-white employee at Sanderson
Soaps, but he is a fierce animal activist and disagrees with some
of
the research practices employed within the new product lab.
Arguments erupt regularly, creating a difficult environment for
all
seven employees in this division. Amy often serves as the
mediator in these disagreements but dreads confrontation with
Janet

and tends to agree with her husband and his views on animal
cruelty. Although her family is unaware, she is the one who let
the
rabbits out of their cages when she was in high school, creating
a major setback in production in the late 1990s.
The atmosphere of this division is tense. Absenteeism and
turnover are fairly common in the production area, creating
an additional workload for others. Janet has been torn between
her father’s views and Sanjay’s vocal opposition to company
policies and procedures, but she does not know how to deal with
the situation. Everyone recognizes Sanjay’s value to the
company, but Janet knows her father would never agree to the
changes Sanjay would want to make.
Concerned about Emily’s medical condition as well as how
much the weather in Maine has begun to bother him as he
ages, James is also interested in moving forward with the
development of plans to turn operations over to others.
Although he
wonders what will happen to the company and wants to make
sure the credibility of the Sanderson Soaps brand remains
strong,
he has never enjoyed the business side of the organization. He
ignores Sanjay and Amy, and leaves most decisions to Emily
and
Janet. James prefers to be in his lab, developing and testing new
products.
Marketing and Sales
Margaret Bennett (57) is vice president of marketing and sales

at Sanderson Soaps. As Emily’s sister and senior employee, she
has often been seen as the most likely successor as CEO. Emily
and James readily admit that the company never would have
grown to its current level of success without Margaret’s
expertise and ability. A master at developing and building
business
relationships, Margaret manages client relations herself
throughout six states (Maine, New Hampshire, Vermont,
Massachusetts,
Connecticut, and Rhode Island), traveling frequently to
maintain those relationships and create new ones. She knows
she is
considered as the most likely successor to her sister, and she
welcomes the opportunity. However, Margaret is easily
influenced
and worries that she may not be strong enough to maintain the
current direction and operational philosophy of the company
against those with very strong opinions, such as Sanjay.
Regardless, she has been training her great-nephew, Scott (20),
in sales
and marketing and has taken him with her on several trips, but
she wants Scott to go to college for a degree in marketing
before
she is willing to relinquish much responsibility to him. He is
not happy with this and has become extremely vocal about his
desire
to assume more territory and handle client relationships on his
own. Margaret has come to rely on him so much that she hates
the thought of losing him to higher education for several years,
anyway, but cannot help but think that the company would be
better served by someone with advanced marketing knowledge.
Margaret also has one other employee, a non-family member—
Rachel (28), who helps with advertising and serves as the
organization’s receptionist. Rachel does have a degree in
marketing but lacks Scott’s charm and savvy in building

relationships.
She has a particular knack for advertising, though, with an eye
for what appeals to the market, as well as great research skills.
A
recent analysis by Rachel revealed that 78% of Sanderson
Soaps’ market is female, between the ages of 24 and 70. The
largest
percentage of those (65%), are between the ages of 45 and 65
and have been loyal customers for many years. Also, sales
demographics and a client distribution analysis showed that
although 70% of Sanderson Soaps’ client-base resides in Maine
and
another 20% resides in Vermont, two states over. This was
unexpected, since the majority of Sanderson Soaps’ product
lines are
coastal themed.
Distribution
John Sanderson (38) is the Sandersons’ eldest son and is the
vice president of distribution. Having worked for his parents
since he
was old enough to be helpful, he believes he knows everything
about the business. John feels his success as a future CEO of the
company is secure, even if Margaret takes the reins for a few
years first. He likes that his wife and all three of their children
work
for the company, and he has hopes that Scott will take
Margaret’s place someday as the vice president of marketing
and sales. He
enjoys his current role, although he does not like dealing with
personnel issues. He employs ten staff members (six in
packaging
and four in transportation). Of the six who package products,
two are Janet’s twin sons, Ed and Andy (18), and one is a
cousin. Of
the four in transportation, one is a cousin and one is his uncle

Dave (James’s brother).
All ten of the employees who report to John say he is difficult
to work for, but John tells them they are just slackers and
that is why he is tough on them. He frequently complains to his
mother that they are all lazy and the reason production is falling
behind. He has caught the twins sleeping on the job twice; they
contend this is because their uncle John has them working 12-
hour shifts with no breaks. Every time John lashes out at them
for being lazy, they tamper with his food in the lunchroom,
hoping
he will get sick and leave for the day, since he never seems to
do any work anyway. Uncle Dave doesn’t stop them, because he
feels John is out of line. He has witnessed how hard the twins
work, and he knows that John complains about him too, even
though he works countless hours scheduling transportation
routes, driving trucks, and serving as the company’s mechanic
on
their three delivery trucks. Dave does damage control behind
the scenes, attempting to improve morale. He’s the only thing
that
keeps the others from walking out, but because he is not the
boss, there is only so much he can do. It’s not enough to
motivate
them to be more productive. They hate John and his bullying
attitude.
Accounting
Anthony Sanderson (33) is the company’s chief financial officer
(CFO) and has always been considered the most level-headed
and
responsible of the Sanderson sons. His role encompasses all

billing, bookkeeping, purchasing, mailroom, housekeeping, and
human resources (HR) functions. Anthony has a staff of eight.
This includes two in HR (one is John’s daughter), three in
billing
(one is John’s other daughter and another is John’s wife), and
three who handle purchasing, mailroom, and housekeeping
services. Only three are non-family members, but all eight of
these employees enjoy working together and for Anthony. He
has
cross-trained them all to cover for one another, and all are
willing to pitch in and do whatever needs to be done, because
they do
not want to disappoint Anthony or his parents. John’s wife, who
handled many of Anthony’s responsibilities before he became
CFO, is much happier now with Anthony in charge.
Anthony has no aspirations to become the company’s CEO; he
knows John well enough not to even think he has a shot at
that. However, he loves his parents’ company and is extremely
loyal to Sanderson Soaps. Anthony enjoys what he does, takes
pride in his staff and the work they do, and is always looking
for ways to improve. He also encourages his staff to come up
with
new ideas, and whenever one of those ideas is related to another
area, he passes it on in executive staff meetings. The other vice
presidents give those ideas due consideration and readily accept
those that are feasible; however, Anthony has learned not to
give credit to John’s wife or daughters in those meetings,
because John becomes angry with them for “overstepping their
bounds”; John believes everyone should stick to their own areas
of responsibility. The two brothers have had many heated
arguments over the years related to John’s leadership style and
treatment of the women in his household. Not wanting to cause
more trouble for John’s wife and daughters at home, Anthony
looks for other ways to make sure their ideas are heard and does
his best to let them know how much they are appreciated by the

company.
Anthony has also noticed high absenteeism and turnover in both
John’s area and on the production side of his father’s
area, especially amongst non-family member employees. This is
a frequent topic of discussion amongst employees in the
company’s common areas. With Emily’s encouragement,
Anthony has been working with his sister Janet and his aunt
Margaret
to develop an incentive program to encourage more ideas and
increase productivity, but has not yet figured out how to deal
with
John on this project. He has been considering working with his
uncle Dave for the distribution areas but knows that would also
cause problems and is not the right solution.
Milestones
Milestone One: Summary and Description
In task 3-3, you will submit your summary and description of
the company in the case study. The summary should include all
components of the critical elements
listed in Section I. The format should be a two- to three-page
Word document. This milestone is graded with the Milestone
One Rubric.
Milestone Two: Analysis and Evaluation
In task 7-3, you will submit your analysis and evaluation of the
company in the case study. This will include all elements
outlined in Section II. The format should
be a 10- to 12-page Word document. This milestone is graded
with the Milestone Two Rubric.

Milestone Three: Formal Recommendations
In task 8-2, you will submit your formal recommendations on
motivation, leadership, and consultation in the case study
organization. Include your
recommendations related to ethical considerations, diversity,
and collaboration. The format should be a 6- to 10-page Word
document. This milestone is graded
with the Milestone Three Rubric.
Final Project Submission: Analysis Paper
In task 10-2, you will submit your analysis paper. It should be a
complete, polished artifact containing all of the critical
elements of the final product (Sections I,
II, III, and IV). It should reflect the incorporation of feedback
gained throughout the course from all assignments and
milestones. This milestone will be graded
using the Final Project Rubric.
Final Project Rubric
Format: Written components of projects must follow these
formatting guidelines: double spacing, 12-point Times New
Roman font, one-inch margins, and
discipline-appropriate citations. Page-length requirement: 18–20
pages, not including cover page and resources.
Instructor Feedback: This activity uses an integrated rubric in
Blackboard. Students can view instructor feedback in the Grade
Center. For more information,
review these instructions.

Critical Elements Exemplary (100%) Proficient (90%) Needs
Improvement (70%) Not Evident (0%) Value
Summary and
Description
Meets “Proficient” criteria, and
the issues affecting the
company are well defined
through the use of specific,
concrete examples
The company is
comprehensively described,
including an overview, products
or services, customer base,
markets, competitors,
structure, employee diversity,
and main issues affecting
productivity
Main topics for the company
are minimally described or are
missing critical components
The company is not described,
or description is missing the
majority of critical components

10
Analysis and
Evaluation:
Best Practices—
Motivational Theories
the theories are well developed
using contemporary research
Explores appropriate
motivational theories for their
relevance to company issues of
low productivity, along with
rationale for inclusion
Motivational theories are
discussed but not completely
explained, or the rationale of
their use is not fully developed
Does not include a discussion of
motivational theories

4
Analysis and
Evaluation:
Best Practices—
Leadership Style
Provides a comprehensive and
insightful assessment of the
company’s current leadership
style for its impact on employee
morale
Provides a substantiated
assessment of the company’s
current leadership style for its
impact on employee morale
Minimally assesses the
company’s current leadership
style or does not make the
correlation between leadership
style and morale
Does not assess the company’s
current leadership style

4
Analysis and
Evaluation:
Best Practices—
Consultant
a well-developed example is
provided
Provides a well-supported
evaluation of the consultant’s
role in proposing change in
collaboration with leadership
Evaluates the consultant’s role
in proposing change but does
not address the need for
collaboration with leadership
Does not evaluate the
consultant’s role in proposing
change
4
Analysis and
Evaluation:
Ethical
Considerations—

Standards
the analysis is well developed
using appropriate research for
substantiation
Provides a well-supported
evaluation of the ethical
standards of the industry for
their relevance to productivity
Discusses the ethical standards
of the industry for their
relevance to productivity, but
makes leaps in logic or claims
are not substantiated
Does not evaluate the ethical
standards of the industry for
their relevance to productivity
5
http://snhu-
media.snhu.edu/files/production_documentation/formatting/rubr
ic_feedback_instructions_student.pdf

Analysis and
Evaluation:
Ethical
Considerations—
Consultant
Meets “Proficient” criteria and
uses relevant research
examples
Analyzes the ethical
responsibilities of the
consultant as related to the
company in a well-supported
manner
Analysis lacks breadth and
depth in defining ethical
obligations and responsibilities
Does not analyze the ethical
responsibilities of the
consultant
5
Analysis and
Evaluation:

Diversity
examples are validated by
research
Clarifies the relationship
between diversity and
productivity
The relationship between
diversity and productivity is
loosely identified and/or is
lacking in analysis
The relationship between
diversity and productivity is not
evident
8
Analysis and
Evaluation:
Collaboration and
Leadership Skills
analysis is thorough and
comprehensive

Analyzes working teams within
the given company for their
effectiveness in regard to
leadership skills development
Analysis of working teams is
unsubstantiated or is not fully
developed
Does not analyze working
teams for their effectiveness to
leadership skills development
8
Proposal:
Recommendations—
Motivational Theories
provides rationale for inclusion
Proposes changes based on
appropriate motivational
theories for their relevance to
company issues of low
productivity
Proposes changes, but their

basis in appropriate theories is
not solidly identified
Does not propose changes
based on motivational theory
5
Proposal:
Recommendations—
Leadership Styles
bases changes on cited research
Proposes leadership style
changes and addresses the
probable impact of those
changes on productivity
Proposes leadership style
changes but does not connect
changes to productivity
Does not propose changes to
leadership style

5
Proposal:
Recommendations—
Consultant
discussion is thorough and
comprehensive
Advises management of the
recommended role (active or
passive) that the consultant
should take in the change
process and addresses the
rationale
Advises management of the
recommended role (active or
passive) that the consultant
should take in the change
process but provides no
rationale for the suggestion
Does not advise management
of the recommended role that
the consultant should take

6
Proposal:
describes alignment with
personal values of how
employees should be treated
Proposes changes based on
their demonstration of ethical
comportment for both
employees and management
Proposes changes for ethical
comportment but does not
consider employees or
management
Does not consider ethics when
proposing recommended
changes
6
Proposal:
Diversity

bases proposed changes on
documented research
Proposes changes related to
diversity with a consideration of
both management and
employees in order to increase
productivity and the well-being
of employees
Proposes changes related to
diversity but does not take both
management and employees
into consideration
Does not propose changes
related to company diversity
8
Proposal:
Collaboration and

Leadership Skills
includes an explanation of the
importance of the desired skills
Recommends modifications to
working teams based on
collaboration and leadership
skills desired in order to
increase productivity
Recommends modifications to
working teams without a solidly
defined basis
Does not recommend
modifications to working teams
8
Conclusion and
Follow-Up
includes the overall relationship
between the consultant and

the company
Details a plan for necessary
follow-up in order to ensure
that the proposed changes are
being effectively implemented
Minimally details a plan for
follow-up
Fails to include directions for
follow-up
4
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy-to-read
format
Submission has no major errors
spelling, syntax, or organization

Submission has major errors
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
that prevent understanding of
ideas
10
Earned Total 100%
Option 1: Written Assignment:
Stanford Prison Experiment
Save your Assignment in the following format: Last name First
name Assignment.
(Example: SmithJohn_Unit7_Assignment).
Submit your Assignment by selecting the Unit 7: Assignment in
the Dropbox by the end

of Unit 7.
Research the Stanford Prison Experiment.
Write a 4–5 page overview to include the following:
explanatory, evaluative, or
a combination)? Justify your reasoning.
o Explain how they have or have not been complied with.
Explain your answer.
situation or population. Justify
your reasoning.
Include a title page.
Include a reference page.
Format your work consistent with APA guidelines.

Option 2 PowerPoint® Presentation Stanford Prison Experim.docx

Option 2 PowerPoint® Presentation Stanford Prison Experim.docx

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