Answer & Explanation:Please see assignment and resources attached.See instructions on steps 1-17 for completion.If additional information is needed, please contact me immediately!
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Project Two: Assessing Self and Potential Candidates
Purpose:
In the second assignment, students continue working with Global Delivery Direct
(GDD). Students learn about their own personality type and based on what is learned,
rank several candidates who have applied for the position of CEO and develop interview
questions based on leadership quality and personality types.
Outcome Met by Completing This Assignment

use leadership theories, assessment tools, and an understanding of the role of
ethics, values, and attitudes to evaluate and enhance personal leadership skills
In this assignment, students will take the Myers-Briggs Personality Assessment, learn
about candidates for the position of CEO for Mail on Wheels and develop interview
questions that will be used by Alex Cheng.
Instructions
Step 1: Review “How to Analyze a Case Study” under Week 6 Content.
Step 2: Create a Word or Rich Text Format (RTF) document that is double-spaced, 12point font. The final product will be between 5-7 pages in length excluding the title page
and reference page.
Step 3: Review the grading rubric for the assignment.
Step 4: In addition to providing an introduction, students will use headings following
this format:





Title page with title, your name, the course, the instructor’s name;
Results of Myers-Briggs Personality Test
Ranking of CEO Candidates
Top Candidates
Interview Questions
Step 5: In writing a case study, the writing is in the third person. What this means is
that there are no words such as “I, me, my, we, or us” (first person writing), nor is there
use of “you or your” (second person writing). If uncertain how to write in the third
person, view this link: http://www.quickanddirtytips.com/education/grammar/firstsecond-and-third-person. Also note that students are not to provide personal
commentary.
Step 6: In writing this assignment, students are expected to support the reasoning
using in-text citations and a reference list. If any material is used from a source
document, it must be cited and referenced. A reference within a reference list cannot
Project Two: Assessing Self and Potential Candidates
exist without an associated in-text citation and vice versa. View the sample APA paper
under Week 1 content.
Step 7: In writing this assignment, students will use resources from the course material
and no more than 3 external source documents. NOTE: The expectation is that
students provide a robust use of the course material including the material presented in
this assignment.
Step 8: In completing the assignment, students are expected to use the facts from the
case study paired with the weekly courses readings to develop the analysis. The case
study is not cited or referenced.
Step 9: In writing this assignment, students are expected to paraphrase and not use
direct quotes. Students are expected to paraphrase, which can be learned by reviewing
this link: https://writing.wisc.edu/Handbook/QPA_paraphrase2.html
Step 11: Read and use the Global Delivery Direct (GDD) Company Profile.
Step 12: Read critically and analyze the following scenario:
Scenario: Having bought the business from Alex Cheng, owner and CEO of Mail on
Wheels, who decided not to stay on in a leadership capacity, Rockfish now has to hire a
replacement for Alex Cheng. Rockfish is looking for a candidate who knows the
business, can present a good corporate image (i.e., to the bigger clients who are more
likely to pay for the custom service), is well-educated, and will lead the existing group
with a balance of firmness and give enough freedom to creatively personalize fulfillment
of each client’s needs. Since you are the manager with whom Cheng’s replacement will
have the most contact, Rockfish has decided that you should participate in the call back
interview. Further he has given you his interview notes on each candidate and wants
you to rank them on a scale of 1 to 5, with 5 being the best fit, so that he has some idea
going into the interview what your “on paper” reaction is to each candidate.
Here are his notes on each candidate:
Candidate One- Henrietta Raynard
Henrietta was the assistant to Alex Cheng. She is 28 years old with 3 years of college.
She currently is finishing her degree online at UMUC. Henrietta is a Business
Administration major. She is friendly and has a quiet demeanor. Her Myers-Briggs
personality test ranked her as an ISTJ. She has received high marks from Cheng who
says she is detailed oriented, had a good understanding of the business organization
and seemed to work well with the younger staff. She did not tolerate much nonsense
from people, hated surprises, and wanted people to be brief in talking with her. These
personality traits meant she could at times be cold to customers whose demands she
believed were unfounded or unrealistic. Cheng did not see this as bad per se because
he thought he was too pleasing sometimes. After all, he was in the business to make
Project Two: Assessing Self and Potential Candidates
money. Overall, Cheng felt that she could handle the job. Rockfish’s personal
impressions were that she was hesitant in joining a bigger company. She liked the
smallness of a business and felt in control. She did like the collaborative environment of
GDD and responded well to the idea that her opinions and suggestions were welcome
at all times. Her reasons for wanting the job centered mainly on the idea that she felt
she could run the business well and had some good ideas about making the mobile
units better using the advanced technology that Cheng wanted. The technology would
allow for better connections to GDD allowing deadlines to be met faster. When asked
how the staff perceived her, she laughed and said they called her “Type A”. but then to
some of the people I work with, anyone who shows up for a meeting early is a “Type A.”
Rockfish noted that during this statement, it was only one of two times during the
interview that she held my gaze for any length of time.” When asked what
characteristics she thought a leader needed to succeed in the 21 st century she replied,
“…objective, practical, controlled and fair”. Her knowledge of the business was
sound. She seemed to not know a lot about how GDD was operating.
Candidate Two- Orson Hernandez
Hernandez currently manages the local Kinko’s store. He has remained loyal to the
company even after the merger. However, he feels that the store’s image, culture, and
mission have changed dramatically since the merger. He enjoys working with a
customer until they were satisfied and regrets having to short change the time he
spends with customers today. He also feels that the company culture has become
more rigid. Hernandez’s Myers-Briggs personality test showed him as an ENFP. He
could be very ebullient. At times, he was not sure of the facts. When asked what
characteristics he thought a leader needed to succeed in the 21st century, he replied,
“…flexible, compassionate, insightful and honest”. Hernandez seemed to understand
the idea of a mobile packaging store and was aware that Cheng’s company was
becoming a strong competitor for his small business customers. He liked the clan
culture at GDD and showed signs of having done his homework on the
company. When asked how he created followers among his employees, Hernandez
replied that he liked to use incentive motivational techniques and would sometimes
empower workers if they showed the ability to manage others well. He was not aware
of how his workers perceived his leadership style, which he characterized as being
diplomatic. He liked to be in agreement with people and to be flexible. He enjoyed
surprises. Hernandez has a B.A. in art history. Overall impression: able to do the job
well.
Candidate Three- Jonathan Livingston
Graduated from UMUC’s MBA program two years ago! Currently works for the IT
department at UPS. This is a job he obtained right out of the military. Livingston
entered the interview room all smiles and with a firm handshake. I was impressed by the
firm handshake and the eye contact throughout the interview. Livingston was very
prepared to discuss both companies having visited them both prior to the
interview. Livingston had also read about GDD online and spoke with current
Project Two: Assessing Self and Potential Candidates
employees. He also mentioned looking at Glass Doors as well. Livingston’s knowledge
of the delivery/cargo business was extensive having worked with UPS for 6 years in IT.
His Myers-Briggs personality test gave him an ETP with a split SN. Livingston
indicated that he was the team leader in his current job and was content with the
organization. However, his current job could not lead him to a career position in
management. He felt confident that he could handle the new job as leader of the mobile
division. Livingston said his leadership style was situational with a little transformational
thrown in. General impression: great candidate but maybe more qualified than the job
entailed. Too good to be true???!
Candidate Four-Adrianna Coyote
Graduate of Blackfeet Community College in Browning, Montana with an AA in business
studies. Coyote went to work with GDD part-time straight out of college. She took time
off to have a family and is now managing the GDD airport station of the Ontario
Hub. Having read about the opportunity through the GDD’s HR division website,
Coyote was excited to have the opportunity to move forward in her career. She is quite
familiar with GDD shipping methods, deadlines, and policy. Coyote has many innovative
ideas besides the mobile vans that would encourage the business boutique
market. The Myers-Briggs test scored her primarily as an Extrovert with some Introvert
influence, N intuition Thinking, Perceiving. Coyote’s evaluations are superior and she
works well with her team. Her colleagues suggest that she is flexible and a people-first
person. She does not always make decisions with data; sometimes her decisions are
based more on feelings.
Coyote is an attractive woman but does not present herself as well as she could. Her
eye contact is good and she comes off very authentic. However, her use of English is
not always good. She describes her leadership style as transformational. Her team
seems to concur. She has little knowledge of the mobile business but has researched
Mail on Wheels and looked at the business. General impression of candidate: could do
the job but worried about the impression she may make on the bigger customers who
were more likely to spend the money on boutique service. Overall impression: strong
candidate.
Required Elements for Project Two

As was noted earlier Rockfish has decided that you should participate in
the call back interview because he realizes that you will be working with the
new CEO the most and is anxious to get your input in the decision. Prior to
participating in the interview, Rockfish wants you to rank each candidate
based on his interview notes so that you can give him some idea going into
the interview as to what your “fresh eyes” reaction is to each candidate.
Using Rockfish’s notes rank each candidate using a scale of 1 to 5, with 5
being the best fit and 1 being the worst fit for the company. Explain you’re
the reasoning for the ranking.
Project Two: Assessing Self and Potential Candidates

He has also given you two articles that he wants you to read because they
will help explain the Myers-Briggs personality types that he referenced.
They are:
Read: Effects of Each Preference in Work Situations

http://webcache.googleusercontent.com/search?q=cache:o8DCcCnzS24J:www.
mass.gov/eopss/docs/dfs/fiu/interview-workpreferences.doc+&cd=1&hl=en&ct=clnk&gl=us
and
Read: Preferred Methods of Communication
http://www.csun.edu/~hcpsy002/Type_Methods_Communication.pdf

As you are the manager who will be working with the newly hired
candidate, you also want to get a person in the position that will work well
with you and will fit the organization. Identify your personality type, the
effects of the type preferences in a workplace situation and preferred
methods of communication by taking the following Myers-Briggs
Personality test:

Take the Free Personality Test at: https://www.16personalities.com/intjpersonality

Once you have taken the quiz compare your results against those of the
candidates and select the top two people whom you will work the best.
Explain the reasons for your conclusions and support it with the class
material.

Now that you have completed a pre-interview evaluation of the candidates,
both for yourself and for Rockfish, create at least three interview questions
for each candidate. These questions should address points about
Project Two: Assessing Self and Potential Candidates
individual leadership “people skills” that the candidates need and that have
not been addressed by Rockfish’s notes, and that are important to you
working with the new person. Refrain from typical HR questions like where
do you see yourself in five years? Focus on those themes found in weeks
4-6 to create the questions.
Step 13: Create the introductory paragraph. Within this paragraph, provide a brief
overview of the scenario. Then, provide a thesis statement and tell the reader the main
topics covered in the paper. The introductory paragraph is the first paragraph of the
paper but is typically written after writing the body of the paper (Questions students
responded to above). View this website to learn how to write an introductory
paragraph: http://www.writing.ucsb.edu/faculty/donelan/intro.html
Step 14: Respond to the questions in Part One and Part Two following the format
provided. Be clear and concise in the writing and make sure the questions are
comprehensively answered.
Step 15: Using the grading rubric as a comparison, read through the paper to ensure
all required elements are presented.
Step 16: Proofread the paper for spelling and grammatical issues, and third person
writing.



Use the spell and grammar check in Word as a first measure;
Have someone who has excellent English skills to proof the paper;
Consider submitting the paper to the Effective Writing Center (EWC). The EWC
will provide 4-6 areas that may need improvement.
Step 17: Submit the paper in the Assignment Folder.
Global Delivery Direct, Inc.
Company Profile
Welcome to Global Delivery Direct!
The assessment projects for this class course will examine different facets of the
leadership of Global Delivery Direct, Inc. (GDD) and students will be exploring various
scenarios and providing analysis and recommendations from the perspective of a
leadership consultant. Each project has been carefully designed to provide students
with opportunities to demonstrate mastery of various leadership concepts which have
been presented in the classroom (both in the face-to- face and online discussions). The
projects focus on the following areas:
In project 1, students will demonstrate an understanding of the broad role of a leader
within an organization.
In project 2, students are expected to apply course concepts and materials to
provide real-world leadership skills with respect to personnel development.
In project 3, students will present their analysis and recommendations that
demonstrate their ability to create a report that examines ways a leader blends their
social architect role with soft skills and business acumen to fix the problems of a
failing business merger.
Global Delivery Direct, Inc.
History
Package
GDD is a medium sized global delivery organization that started in 1968 in Norfolk,
England when four classmates at the London School of Economics, Joseph Knoll
Windsor, Giles Hartford Weatherspoon, III, John Smyth Heathering, and (the American)
Andrew Rockfish banded together to make their fortune. The then very young men
found what they saw as a great opportunity in the decision of the Royal Air Force to
auction off retired war airplanes. Having met in the school flying club, the men decided
to invest together in the purchase of three retired British WWII cargo planes. The
partners repaired the planes with the help of a retired pilot friend. Repainted white, the
planes with their distinctive winged box design displayed on the tail engaged clientele
worldwide.
Starting small, the ex-pilots took jobs wherever they could find them using their parents’
military contacts to enlarge the business. Soon they had several regular customers,
Europe and America. As the company grew, the four pilots decided to expand from just
small parcels to a mail and document delivery service as well. They took the European
market by storm with their introduction of the 2-day turnaround from Britain to the US
East Coast. Encouraged by the growth, and anxious to return home, Andrew Rockfish
decided with the consent of the others to expand the service to America in the hopes
that it would draw a larger customer base from the new multi-national companies. The
American market grew quickly. By the end of the decade, GDD had a nationwide
presence.
The 1980’s, however, saw the rapid growth of Fed Ex and UPS in the global delivery
service. UPS in Germany started in 1976. After a few hiccups the German post office
was no longer a competitor. The overnight delivery promise put both firms on the map.
It was GDD’s position as number one that sustained its competitive advantage. GDD
kept their customer base in national air cargo deliveries, but global overnight was
proving to be more difficult. Expansion in Asia Pacific to include Australia gave the
company sizeable growth. America fought to hold their market share by moving in to
Canada by the end of the decade. The European branch remained competitive
because their customers were not easily moved to change to large American giants.
In the 1990’s GDD’s Asia Pacific branch continued to expand the Asian and Australian
market. America was holding its own against the two big shipping giants Fed Ex and
UPS, but new competitors like the United States Postal Service were also now picking
up the private company overnight delivery market as well. DHL (a German company)
had also come into the market and was focused in the business-only clientele.
However, the company was too late in entering the competition. It did not prove to be
the threat that the GDD leaders thought DHL might be.
The heavy competition brought a dip in sales in 2012 globally as competition with
America’s large firms put pressure on the company to keep up. GDD’s fleets of
airplanes for the three branches are aging; the need for capital investment is on the
horizon. In addition to the strong competition, regulations, airport fees, and fuel costs
are making profits shrink. GDD watched both Fed Ex and UPS create personal
shipping stores to enhance their individual customer shipping experience meet with
modest success. The now aging owners are looking for ways to grow the company.
The Pan Asian market is still strong for the company as is the small business market for
national sales in America. The company is currently owned by the four founders who
hold 60% of the stock equally, with capital investors holding the remaining 40%.
Current Company Vision: The delivery company to the business world.
Current Mission: To provide cargo and mail services to businesses around the globe
with excellent service and direct simplicity. Employees will seek to foster a personal
relationship with customers through the anticipation of their needs, understanding the
logistic challenges facing their deliveries, and always finding ways to succeed in getting
the customer served.
Services Offered
Package and Mail delivery
Current Fact Sheet
Headquarters
Worldwide web address
Executive Director Corporate Services
2015 revenue
Employees
PACKAGE OPERATIONS
2015 delivery volume
Daily delivery volume
Daily U.S. air volume
Daily international volume
Service area
Customers
Op …
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