I please need a Harvard business case analysis that identifies the symptoms indicating that problems exist in this case, diagnoses the problems in this case using organizational behavior concepts. (for example "escalation of commitment"), and recommends solutions. Thank you!! Final Case - Going To The X-treme, beginning on page 573, McShane, Steven. Organizational Behavior: Emerging Knowledge. Global Reality CASE 2: GOING TO THE X-STREAM By Roy Smollan, Auckland University of Technology, New Zealand Gil Reihana was the chief executive officer of X-Stream, a company he launched in Auckland, New Zealand, six years ago at the age of 25, after graduating with a bachelors degree in information technology and management. He had inherited $300,000 and had persuaded various family members to invest additional money. X-Stream assembled Page A- 3personal computers for the New Zealand and Australian markets and sold them through a number of chain stores and independent retailers. The company had soon established a reputation for quality hardware, customized products, excellent delivery times and after-sales service. Six months ago it had started a software division, specializing in webpage design and consulting on various applications for the development of electronic business. Gil was driven by a desire to succeed. He had started working part-time at an electronics retailer at age 16 and in his spare time took apart old computers in his garage to see how they were made. He was extroverted, energetic, and enthusiastic, often arriving at work by 5 a.m. and seldom leaving before 7 p.m. He felt that work should be challenging but fun too. He had initially picked a young senior management team that he thought shared his outlook. A casual, almost irreverent atmosphere developed. However, a poorly organized accounting department led to the replacement of the first accountant after two years. Gil believed that major decisions should be made by consensus and that individuals should then be empowered to implement these decisions in their own way. In the beginning he had met with each staff member in January to discuss with them how happy they were in their jobs, what their ambitions were, and what plans they would like to make for the coming year in terms of their own professional development. These one-on-one meetings became more difficult as the company grew, so senior management team members were eventually delegated the task of conducting reviews with their own staff. However, Gil was unsure whether every manager was actually performing the reviews or how well they were working. Now he tried to keep in touch with staff by having lunch with them in the cafeteria occasionally. Denise Commins (affectionately known to all staff as Dot Com) was the chief financial officer. She and Gil could not be more different. Denise was quiet, methodical, and very patient. Her superb interpersonal skills complemented a highly analytical mind. At 55, she was considerably older.