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

Throughout the case study's review of the project's history, evidence of Rankin's inability or unwillingness to communicate effectively with his team members is presented, and as Chapter 14 of the text has demonstrated, genuine leadership in the managerial setting requires the natural ability to inspire, influence, and motivate one's subordinates. For example, when the case study reveals how Rankin "requested that team members work evenings and weekends because there was no extra money in the budget to fill a vacant position & #8230; (and) they agreed to put in the hours though they did not seem enthusiastic" (Daft & Marcic, 2011), the manager is reflecting on this aspect of the project as if it represents a success rather than a setback, mistakenly believing that his willingness to ask team members to compensate for recently departed colleague is evidence of his commitment and dedication. In actuality, the loss of Sally Phillips -- and her daily contributions to the accomplishment of project objectives -- was precipitated largely by Rankin's own lack of empathy during a discussion about Phillips' current status with Reflex Systems. When a member of his project team confided that she had received an offer from a competing firm, Rankin was presented with an opportunity to utilize a combination of common sense and communication skills to allay Phillips' fears over job insecurity, telling her that she was a valued member of the company with a bright future. Whether or not that description of her prospects was entirely accurate should of secondary concern for Rankin -- with his priority being to…