ASSIGNM E NT Leadership & Management – Leadership Consultant Analysis 1 DU E DATE Week 9 S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0 1 6 . A L L R I G H TS R E S E RV E D. WEEKS 8 & 9 MANAGEMENT & LEADERSHIP people ORGANIZATIONAL CHART In-Store Sales Associate Catering Sales Associate Maintenance Associate Purchase Associate Cashier Food Quality Control Executive Chef Cashier Head of Food Service Assistant Manager Food & Beverage Director Sales Manager Logistics Manager Financial Director Kitchen Manager Restaurant Manager General Manager Junior Accountant Accountant Assistant Chef Food Service Staff Ingredients Buyer Operations Manager S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0 1 6 . A L L R I G H TS R E S E RV E D. 2 HUMAN RESOURCES: Hello, Head of HR here, providing you a bit more insight into our process. I’ve included a flow chart on the high level process (see below) but also wanted to provide a more detailed explanation. Our HR cycle begins with our recruiting department. We have campus recruiters who attend career fairs and develop relationships from select universities around the country. We also do a substantial amount of recruiting through LinkedIn, targeting professionals further along in their career with the backgrounds we look for. We then conduct phone screens with qualified candidates, followed by rigorous in-person interviews. We hire approximately 10% of the candidates we interview in-person. Once an employee comes on-board, our performance management system begins. Employees are required to write out goals and objectives after their first 30 days on the job. They have regular ongoing conversations with their direct managers, as well as with assigned mentors, regarding their performance. On or near their anniversary date, we conduct a formal performance review. In the review, we evaluate how the employee performed relative to the goals they mapped out for themselves, and relative to our expectations. Based on the result of the performance review, we make compensation adjustments and promotion decisions. Finally, when an employee does exit their role, by transitioning to another role within the company or by terminating their employment, we conduct formal exit interviews. Hope this helps. Look forward to your feedback on how we can improve. R E C RU I T H I R E M A N AG E E X I T E VA L UAT EC O M P E N SAT I O N A D J U ST M E N T S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0 1 6 . A L L R I G H TS R E S E RV E D. 3 LEADERSHIP STYLE: Hi, I’m writing this email in response to your request for an overview of my leadership style. First, I think it’s important to tell you how I got to my role as the General Manager. I started at the bottom and I’ve worked my way up through the ranks by being the top performer in every role I’ve had. I’ve worked hard to get to where I am today, nothin.

1. ASSIGNM E NT
Leadership & Management –
Leadership Consultant Analysis
1
DU E DATE
Week 9
S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0
1 6 . A L L R I G H TS R E S E RV E D.
WEEKS 8 & 9
MANAGEMENT & LEADERSHIP
people
ORGANIZATIONAL CHART
In-Store
Sales
Associate
Catering
Sales
Associate
Maintenance

2. Associate
Purchase
Associate
Cashier
Food
Quality
Control
Executive
Chef
Cashier
Head of
Food
Service
Assistant
Manager
Food &
Beverage
Director
Sales
Manager
Logistics
Manager
Financial
Director

3. Kitchen
Manager
Restaurant
Manager
General
Manager
Junior
Accountant
Accountant
Assistant
Chef
Food
Service
Staff
Ingredients
Buyer
Operations
Manager
S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0
1 6 . A L L R I G H TS R E S E RV E D. 2
HUMAN RESOURCES:

4. Hello,
Head of HR here, providing you a bit more insight into our
process. I’ve included a flow
chart on the high level process (see below) but also wanted to
provide a more detailed
explanation.
Our HR cycle begins with our recruiting department. We have
campus recruiters who
attend career fairs and develop relationships from select
universities around the country.
We also do a substantial amount of recruiting through LinkedIn,
targeting professionals
further along in their career with the backgrounds we look for.
We then conduct phone
screens with qualified candidates, followed by rigorous in-
person interviews. We hire
approximately 10% of the candidates we interview in-person.
Once an employee comes on-board, our performance
management system begins.
Employees are required to write out goals and objectives after
their first 30 days on the job.
They have regular ongoing conversations with their direct
managers, as well as with
assigned mentors, regarding their performance. On or near their
anniversary date, we
conduct a formal performance review. In the review, we
evaluate how the employee
performed relative to the goals they mapped out for themselves,
and relative to our
expectations. Based on the result of the performance review,
we make compensation
adjustments and promotion decisions. Finally, when an
employee does exit their role, by

5. transitioning to another role within the company or by
terminating their employment, we
conduct formal exit interviews.
Hope this helps. Look forward to your feedback on how we can
improve.
R E C RU I T H I R E M A N AG E
E X I T E VA L UAT EC O M P E N SAT I O N
A D J U ST M E N T
S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0
1 6 . A L L R I G H TS R E S E RV E D. 3
LEADERSHIP STYLE:
Hi,
I’m writing this email in response to your request for an
overview of my leadership style.
First, I think it’s important to tell you how I got to my role as
the General Manager. I started
at the bottom and I’ve worked my way up through the ranks by
being the top performer in
every role I’ve had. I’ve worked hard to get to where I am
today, nothing has been given to
me, and I believe everyone reporting to me should have a
similar mindset and work ethic.
I’m looking for people who can keep up with my level of
performance; that’s what we need
to achieve our organizational goals. I demand a lot from
people. Some might say I’m

6. difficult to please, but I believe in continually pushing people
to achieve results they
previously didn’t think possible. To do that, my employees
must move fast and execute on
the directives I give them. If they can’t, then I need to find
others who can keep up. That
may sound harsh, but I view maintaining a strong performance-
based culture as my
responsibility as a leader.
Please feel free to contact me with any questions.
After Action Results based on Analysis/Critique of Major Event
Paper PowerPoint Presentation HLSC 500
Paper PowerPoint Presentation Rubric
Criteria
Levels of Achievement
Content
(70%)
Advanced
92 to 100%
Proficient
84 to 91%
Developing
1 to 83%
Not present
Total
Content Mastery
51 to 55 points:
Presentation provided an in to depth and comprehensive
analysis of a major event (disaster, incident, catastrophe or
preplanned event) starting with an overview of the event.

7. 46 to 50 points:
Presentation provided an analysis of a major event (disaster,
incident, catastrophe or preplanned event) starting with an
overview of the event.
1 to 45.5 points:
Presentation provided a rudimentary or incomplete analysis of a
major event (disaster, incident, catastrophe or preplanned event)
starting with an overview of the event.
0 points:
Not present
Analysis & Clarity
41.5 to 45 points:
Presented an in to depth and comprehensive analysis of the use
of all phases of emergency management (mitigation,
preparedness, response, and recovery and the subcomponents
found in each phase) as much as is applicable to each based on
the event.
37.5 to 41 points:
Presented an analysis of the use of all phases of emergency
management (mitigation, preparedness, response, and recovery
and the subcomponents found in each phase) as much as is
applicable to each based on the event.
1 to 37 points:
Presented an incomplete or rudimentary analysis of the use of
all phases of emergency management (mitigation, preparedness,
response, and recovery and the subcomponents found in each
phase) as much as is applicable to each based on the event.
0 points:
Not present
Reasoning & Support
37 to 40 points:
Presentation thoroughly discussed the
recommendations for improvements in any areas found to be

8. lacking. Recommendations were substantial.
33.5 to 36.5 points:
Presentation discussed the
recommendations for improvements in any areas found to be
lacking. Recommendations were adequate.
1 to 33 points:
Presentation provided an incomplete or rudimentary discussion
of recommendation for improvements in any areas found to be
lacking. Recommendations were lacking.
0 points:
Not present
Structure (30%)
Advanced
92 to 100%
Proficient
84 to 91%
Developing
1 to 83%
Not present
Total
Spelling and Grammar
14 to 15 points:
Grammar, writing, and spelling were near error free. Color,
background, visuals depictions etc. added to the presentation.
The slides were succinct, informative but not busy. Audio was
used and was clear. Presentation was professionally delivered.
12.5 to 13.5 points:
Grammar, writing, and spelling were not distracting. Color,
background, visuals depictions etc. added to and did not take
away from the presentation. The slides were not too busy nor
void of information. Audio was used and was generally clear.
Presentation was appropriately delivered.
1 to 12 points:
Grammar, writing, and spelling were distracting. Color,
background, visuals depictions etc. took away from the

9. presentation. The slides were busy and lacked information.
Audio was not used and / or was generally not clear.
Presentation was lacking in delivery.
0 points:
Not present
APA Formatting
14 to 15 points:
Minimal errors (1 to 2) noted in the interpretation or execution
of proper APA.
12.5 to 13.5 points:
Few errors (3 to 4) noted in the interpretation or execution of
proper APA.
1 to 12 points:
Numerous errors (5+) noted in the interpretation or execution of
proper APA.
0 points:
Not present
Required Sources
14 to 15 points:
Included a 5+ excellent scholarly sources.
12.5 to 13.5 points:
Included a minimum of 4 to 5 scholarly sources.
1 to 12 points:
Included a minimum of 1 to 3 sources. Sources were not
scholarly or appropriate.
0 points:
Not present
Presentation Length
14 to 15 points:
PowerPoint contains 10+ or more full slides of content not
including the cover and reference slides. The length of the PPT
Mix/Video and the presentation fell within established
guidelines within reason. No more than 30 minutes maximum.

10. At least 10 minutes long at a minimum.
12.5 to 13.5 points:
PowerPoint contains 10 full slides of content not including the
cover and reference slides. The length of the PPT Mix/Video
and the presentation fell within established guidelines within
reason. More than 32 minutes but not less than 12 minutes.
1 to 12 points:
PowerPoint contains 9 or less full slides of content not
including the cover and reference slides. The length of the PPT
Mix/Video and the presentation did not fall within established
guidelines. More than 35 minutes or less than 10 minutes long.
0 points:
Not present
Professor Comments:
Total:
/200
NAME:
INSTUCTOR:
DATE:
Assignment 4
LEADERSHIP & MANAGEMENT – LEADERSHIP
CONSULTANT Analysis
Due Date: Week 9
Note: All scenarios in this assignment are fictional.
Real Business
It can be difficult for a business to improve how it operates
from inside the organization. Sometimes, an outside perspective

11. is needed. The large discount retail store you work for wants to
improve its in-store restaurant management team.
Your Role
Companies like Target and Walmart often works with outside
consultants—people who are not employees of the company but
who are hired on a contract basis to help with a specific project.
As a Leadership Consultant, you’ve been hired by a large
discount retail company to help the company improve its
leadership structure and approach to management.
What Is a LEADERSHIP CONSULTANT?
A leadership consultant is a person called in to a company, be it
a large corporation or a small business, to evaluate how it
operates and make recommendations for improvement.
Leadership consultants are typically hired when a business is
struggling and needs to make changes in order to remain
profitable. Such consultants are often highly educated in the
field of business and have experience in managerial roles.
Instructions
Step 1: ORGANIZATIONAL STRUCTURE
Take a look at the Organization Chart provided by the company.
· Based on your knowledge of hierarchies, would you say that
this team has tall structure or flat structure?
Underline your selection:
Tall Structure
Flat Structure
Explain your answer.
Step 2: HUMAN RESOURCES
The company would like to improve the culture of its team and
the quality of its work. Its leadership has provided you with a

12. Process Chart detailing how it currently applies Human
Resources best practices.
· What step of the Human Resources Cycle is missing? Explain
why it is important to include this part of the process.
Note: You should complete Steps 3 & 4 after reading the
material in Week 9.
Step 3: LEADERSHIP STYLE
You have been asked to help improve the leadership style of the
team leader in order to meet the team’s performance goals. The
team leader has given you a description of what is most
comfortable in terms of leading others.
Identify this leader’s style of leadership. Underline your
selection:
Pacesetting
Visionary
Affiliative
Coaching
Coercive
Democratic
Explain your reasoning and list two benefits and two drawbacks
to the style of leadership you identified as it relates to the
performance of the team.
Provide advice to the team leader on how to overcome the
drawbacks of this leadership style.
Step 4: REAL-WORLD APPLICATION
Apply the thinking in Steps 1-3 as if you were a Leadership
Consultant hired by the company where you work or for a

13. previous employer.
· Review the organization chart for your company. Based on
your knowledge of hierarchies, would you say that your
company’s team has a tall structure or flat structure? How does
this affect the way your team works? Explain your answer.
· Consider the work conducted by the Human Resources team at
your company. What steps of the Human Resources Cycle do
they implement well? What steps of the Human Resources Cycle
might be missing from your company or are not implemented as
well as they could be? What is the effect of this on you and
your team? Explain your answer.
· Lastly, reflect on the leadership style of either yourself or
your supervisor. What leadership style do you have, or what
leadership style does your supervisor have? What are the
benefits and drawbacks of this style for your team? What might
you or your supervisor do to improve leadership? Explain your
answer.
1 BUS508: CONTEMPORARY BUSINESS