Reflex Systems, Critical Analysis of Human Behavior Under Stress Case Study
The scenario presented in the case study titled Reflex Systems concerns an all too common managerial dilemma encountered by Henry Rankin, a project leader in the company's information technology (IT) department responsible for overseeing the implementation of an upgraded system of customer relationship management (CRM) software. With a national sales force of 310 employees and major regional sales offices in both Los Angeles and Chicago, Reflex Systems is a viable enterprise within the wider exercise equipment industry, but the company's inability to provide effective customer service has significantly reduced the rate of follow-up sales. Rankin was directed to achieve the full adoption of new CRM technology within a 10-week timeframe by Nicole Dyer -- who serves as Senior Vice President for Information Technology at Reflex Systems and is Rankin's direct superior -- while the company's CEO ordered the system be installed as promptly as possible, but due to a variety of unforeseen contingencies the project has fallen behind schedule. The case study positions Rankin as exceedingly competent in his capacity as an IT project manager, stating that "he had always been a top performer by driving himself hard & #8230; (and) he loved studying, analyzing and solving technical problems" (Daft & Marcic, 2011), attributes which make his inability to guide the CRM implementation to a successful conclusion all the more vexing for the experienced manager. The following case study analysis of Reflex Systems is intended to apply various tenets of managerial theory -- such as personality type testing and effective communication methods -- to Henry Rankin's unique set of organizational obstacles and project requirements, in an attempt to formulate viable recommendations as to ways in which his management style may have been improved.
Analysis
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