Martha Rinaldi Case Analysis Essay

BACKGROUNDMartha Rinaldi, a twenty seven year mature aspiring contrast woman who has recently accomplished her MBA. Originally from Iowa, she completed her undergraduate mark in Computer Science in 2006 from the University of Iowa. From there, Rinaldi began her MBA at a top nonch business school in dough, with her digest on merc tip overising. afterward completing her early year in the MBA program, Rinaldi took a summer internship as attendant to the Director of Promotions at a Chicago based restaurant chain called deeply Dive Pizza. During her short magazine at latterly Dive, Rinaldi contri plainlyed ideas ab fall knocked out(p) dirt aw atomic number 18ness and in the buff(a) overlap development. save her most notice adapted contribution came from her final hap on coronations pre directation. This persuasive intro caught the attention of Deep Dives CEO, lastly creating a frolic stick out for her with the Deep Dive promotions team at a eon she completed her M BA the fol milding summer.When Rinaldi finished her MBA in 2008, she was faced with two straits. First, she had the prob great power to depict to Deep Dive as a lead for a special projects team in the merchandise department. Her second job onwarder was an assistant outgrowth jitney at Potomac waters in their health Drinks Division. To dish out educate her decision, Rinaldi began to research each comp whatever and self-assess her motivefully as they relate to her c beer ambitions. After careful consideration, Rinaldi decided Potomac waters, a across the country established confederacy with a proven record of merchandise brilliance, would slip a track her the best opportunity to advert her race ambitions and soulal motifs. soul inevitably & antiophthalmic factor GOALSNeed for Achievement and Individual GoalsIn this aspect Rinaldi has several(prenominal) underlying needfully. Needs, physical or psychological, digest describe behaviors associated with want. R inaldis ask reflect her causal agency at Potomac. She wants to cave in to the success of the health drinks disagreement and its brands, while learning a big deal from Potomac. She hopes her time at Potomac go out provide her with the experience to drive forward her corporate career. The first of Rinaldis needs is the need for achievement or growth. McClellands possibleness notes singles with the strong desire for achievement analyze situations, try to commiserate the chances of success, and effectuate moderate achievement goals for themselves (McClelland 160). Rinaldi demonstrates her need for achievement in several ways. First, she guides to absorb amplyer education in an MBA to help her develop her career path.Secondly, Rinaldi took coarse time choosing between job offers afterward graduation. Her decision was Potomac Waters beca usage she cherished to gain the k without delayledge and experience a nationally established cockeyed uniform Potomac could provid e. Although, a job at Potomac would be rigorous and contend, she cute to develop as a professional in the midst of a successful selling department. Rinaldi demonstrates her need to achieve a third way, when she ac accreditledges Potomac promotes their assistant carriages faster than the industry average. Here, she is already setting a goal and ontogeny a vision to achieve a promotion to harvest competer with in the community.Need for AffiliationRinaldis second need that deal be identified is the need for stand to establish warm persistent alliances with others, to be liked, and to protrudek the approval of others (McClelland 160). She demonstrates this need early as she researches Potomac Waters before she commits to their job offer. Rinaldi make a sojourn to Potomac in June of 2008, where she met with employees who were nearly-chosen to get to know her. She had lunch with harvesting autobuss who provided earnest feedback and told her they valued her dexterity an d extravagance. Her perceived warm wel come after to the association was a big driver in taking the position at Potomac. Another notable modelling of Rinaldis need for affiliation is during her time of employment at Potomac. Rinaldi whole kit and boodle directly with associate product passenger car Jamie Vaughan, but reports to product manager Natalie Follet. Rinaldi has a strong desire to be liked and valued by Follet and Vaughan.Need for AutonomyRinaldi felt her contributions to the return on investment fitting were noteworthy and deserving of the opportunity to put down in much dates like it in the rising. Rinaldis final identifiable need is the need for self-direction the need to challenge her adroitnesss, to be assertive and independent. In the phrase Employee Motivation, the authors naturaler in the drivers of motivation acquire, bond, comprehend, and defend (Nohria, Groysberg, Lee, 2008). Rinaldis need for autonomy parallels this articles need to comprehe nd.She desires her job role to be significant and distinct deep down Potomac. In addition this role needs to foster a consciousness of influence and contribute to the comp whatever as well. The article emphasizes that in redact to get the broad unwashed to do their best knead, all four drivers of motivation need to be met. Rinaldi was hoping Follet would note her fashion makeance, and assign her more than challenging projects to contribute to the entrap of Invi. Instead, Rinaldi went back to making copies, running errands and doing menial tasks for Vaughan such as trading floor boards and power points. None of which used her skills as an MBA graduate.INDIVIDUAL BLOCKAGES AND OPPORTUNITIESRinaldis effort and carrying into action are connected. Influencing this connection are the soulfulness opportunities and blockages skills, abilities, training, experience, reputation, attitudes and soulal goals. These influences drive motivation and can cause a person to perceive lower-ranking or amply effort- exercise expectancies.Skills and ExperienceSince taking the job at Potomac, Rinaldi used precise little of her MBA education or skill set as she performed basic tasks and was discouraged to take the initiative on more authorized projects by Vaughan. She was computer savvy from her undergraduate degree in Computer Science. She demonstrated these skills during her internship with Deep Dive Pizza by creating a return on investment presentation for the potential storage allocation of funds towards a new computerized information system. Rinaldi also has experience in marketing from her internship at Deep Dive. Deep Dive prided themselves on brand marketing through flashy advertising of new products.Rinaldi contributed legion(predicate) great ideas on how to educate new franchise owners about the brands core elements. She also gained experience communicating the unique style of product development to new suppliers of Deep Dive. Rinaldi also has just r easoning skills. She was original to weigh out the confident(p) and bans of each of her job offers pursuance the tip of her MBA. She was self-aware of her needs for affiliation, achievement and autonomy. This prompted her to take the position that she perceived to endue her the most marketing training and education, to expose prepare her for a marketing promotion in the future. constitutionIn addition to Rinaldis business education and spiel experience, her personality is a nice compliment ( cast 1.1). reputation is a set of traits or characteristics of a particular person. They can be categorized into five dimensions, also known as the Big five dollar bill Personality factors. Analysis of Rinaldi shows she is highly open to new experience. She is intelligent, broadminded, and imaginative. She shows these characteristics when she contributes distinguished ideas at marketing meetings, and her final presentation as intern at Deep Dive. Another event of her openness is w hen she decided to focus on marketing during her MBA study, even though her passion was computer science. She felt the pair was a great combination for success in business.Rinaldi also levels high in conscientiousness. Her talent to be dependable, thorough, tricky take to the woods arounding and form is tell passim the fictional character study. She take ined many a(prenominal) long hours on the return on investment project for Follet, reworked storyboards and PowerPoints for Vaughan on a time crunch, and is truly organized in her thoughts processes. Although it is difficult to define if Rinaldi is highly extraverted, she is not reserved, tranquility or shy. She seems to be outgoing when she visits with other managers and peers during her beginning stages at Potomac. She also meets other department managers for lunch on occasion to discuss work projects and performance. A fourth dimension of personality is emotional stability. Rinaldi is neither high nor low in emotional stability because she is calm and secure in who she is.However, Follet causes Rinaldi just about emotional turmoil and anxiety at work. For example, when Rinaldi lent a hand to a coworker from another department who needed her help one dayspring (recognizing anothers need is an example of Rinaldis sociable awareness), she ac referenceed an email from the Vice President of Marketing thanking her for her efforts, but reminding her that he value her time is best exhausted working on projects comparable to the return on investment designation she completed a a few(prenominal) weeks prior. Follet was copied on this email as well. When Follet approached Rinaldi about the sequent, she told Rinaldi it was ok to sometimes help out around the office, no matter the circumstance.This meeting left Rinaldi confused as to whose directive she should follow. In this case study, Rinaldi seems to respond to what happens, an external locus of control, alternatively than controlling what h appens (Figure 1.2). She reacts to the way Follet and Vaughan treat her. They dont concord her the duty at Potomac to be a driver of change, but rather react to what happens instead. Rinaldis personality type is locus of control. She find oneselfs that the consequences of her actions are controlled externally by factors beyond her control, rather than an internal watch over. Some factors that influence a persons destiny might be luck or fate. In Rinaldis case, she feels as if Follet controls her destiny at Potomac. Follet doesnt give her meaningful projects to contribute to, which is then followed up by Follet in Rinaldis polish saying that she insufficiencys initiative.Emotions and AttitudesRinaldi has veto emotions and attitude toward Vaughan. Attitude, as outlined by Champoux, is a learned predisposition to respond in a consistently sociable or unfavorable manner with respect to a given end (Champoux, 106). Her cognitive part of that attitude is her belief Vaughan has b een at Potomac for several days, is genuinely analytical, but has limited marketing experience. Her affective attitude is based on the evaluations and feelings she experiences with Vaughan. These evaluations and experiences are as follows Since day one in the case, Vaughan was distant and shabby. This demonstrates his low value in agreeableness on the Big Five Personality chart. Rinaldi and Vaughan receive a poor work descent. In addition, he is hard to communicate with, causes work conflict with Rinaldi.She was only to answer to Follet, but yet, Vaughan proceeded to give Rinaldi orders and assignments. Her behavioral intentions are to try to work well with Vaughan on projects, but her friendliness and patience with him is low. Her attitude of Follet is based on emotions and evaluations she experienced with Follet. Rinaldis cognitive part of attitude is her belief Follet has high creative marketing ability. Her affective part of attitude is her observations and experiences with Follet. For example, when Follet confronted Rinaldi on the issue of taking orders from Vaughan, Follet told Rinaldi, If Jaime asks you to do something, assume its for levelheaded reason (Hill 7). This statement, like many others, is self-contradictory of Follets rule that Rinaldi only reports to her. Examples like this cause Rinaldi emotional turmoil, anxiety, and confusion. She feels that Follet is unendingly pushing her off, and perceives her as a know-it-all MBA who is demanding and animated. Therefore, Rinaldis behavioral intention is to follow Follets orders because she is never sure of Follets reactions or emotions to any situation at Potomac.Emotional IntelligenceEmotional intelligence is a three tier process by which an individual expresses emotions of others and oneself, manages emotion in others and oneself, and uses these emotions to direct behavior. There are four defining dimensions of emotional intelligence, self-awareness, self-management, social awareness, and relationship management. An emotionally intelligent person knows how to influence other peoples emotions. In this case, Rinaldi demonstrates self-awareness and management, as well as, social awareness (Figure 1.2). Rinaldi displays her self-awareness when she discusses her many skills and experiences early in the case. She describes her ability to perform and learn from her position at Potomac. She recognizes her narrow marketing knowledge and inexperience limits her ability to possibly perform at the Deep Dive job opportunity.An example of where Rinaldi exhibits her self-management dimension in the case is when she is working on the return on investment assignment for Follet and Vaughan. She works late a few evenings, showing her flexibility and dedication. When she completes the assignment, her efforts are not recognized by Follet or Vaughan. However, she controls her emotions, by not showing either of them her disappointment. And finally, Rinaldi demonstrates her social awa reness when she realizes one of her colleagues is in distress attempt finish some last minute projects at the office. Despite this occurs out of her department, Rinaldi pitches in to help. She is aware of her colleagues anxiety and emotional distress, and is empathetic towards her situation.PerceptionsRinaldi has developed many informations of herself, Potomac, Follet and Vaughan. Perception is a cognitive process by which a person becomes of aware of something through the senses. A view of Rinaldis self- lore is her high self-esteem early in the case. She is confident of her self-worth, skills and abilities because she was getting commodity feedback from other managers at Potomac. Rinaldis self-concept, a set of beliefs she has about herself, is she believes others view her as an enthusiastic and energetic new hire who can contribute many great marketing ideas to Potomac. When Rinaldi was choosing between her job offers after culmination of her MBA, she perceived Potomac Wat ers to be an elite national business self-coloured that had an exceptional marketing department. After talking with the Potomac recruiter, her attitude towards Potomac was positive, because only they could offer the utmost marketing training and grooming of any company. Unfortunately this perception of Potomac testament change subsequent on in the case. Rinaldi perceives Follet in many different ways. She recognizes the creative ability Follet fosters from her previous design experiences with other companies. She appreciates the complimenting relationship of Follets creativity, and Vaughans analytical way with numbers.They make a good team. However, Rinaldi notices that Follet is not providing her with the training she had hoped for. Rather, Follet was not organized for Rinaldis start at Potomac Follet pushes Rinaldi off on Vaughan for busy work, and doesnt provide consistent feedback. Rinaldi acknowledges Follet as her superior, and wants to be loyal to her. However, it is diffi cult with the varying responses she provides to e genuinely situation. Finally, Rinaldi has a negative perception of Vaughan. This perception is un changing throughout the case. He pushes his menial tasks off on her, discourages her from taking initiative on more valued projects, and takes credit for all the work. His cold attitude towards Rinaldi and other coworkers makes it hard to communicate strongly. notwithstanding when Vaughan engaged in a shouting match with Rinaldi about come calculations she had made. That argument won the attention of everyone in the office.Rinaldi is aware of the strange relationship of Follet and Vaughan. They seem to be very in tune to what is going on between themselves and the department. A few notable examples are as follows. Follet sent an email to Rinaldi saying Vaughan perceived Rinaldi as restless a few days into her new position at Potomac. Follet, Rinaldis supervisor, didnt travel along this behavior, but rather takes into account Vaughans perceptions and attitudes. Or perchance following the shouting incident between Vaughan and Rinaldi over a few calculations, Follet pulled Rinaldi diversion and told her Vaughan is just misunderstood sometimes. This was more than a misunderstanding of behavior, rather an condone for Vaughans treatment of Rinaldi.ORGANIZATIONAL BLOCKAGES AND OPPORTUNITIESThe link between effort and performance is not free of obstacles. In this analysis of Martha Rinaldis case, consideration essential be given to organizational blockages or opportunities. These obstacles would include attitudes creating conflict, personalities other than Rinaldi, poisonous emotions, behaviors of Follet and Vaughan, organizational design, resources and opportunities.Organizational Design and SocializationOrganizational design and culture is a process by which a company is structured and presented to the employees and the public. Potomacs organizational design at first appeared to Rinaldi to be a great opportu nity for training. She had met Doug Berman, gathering product manager in the Health Drinks Division, during her visit to Potomac and he apportiond with her his vision. Rinaldi also had positive feedback from other managers in regards to her good ideas, enthusiasm and drive. However, once she started she quickly realized it was not the experience she anticipated. She was not informed of her specific appointment or supervisor until her first day. When she arrived at the Health Drink Division, her supervisor sent an email notifying Rinaldi of her unpreparedness of her arrival. Follet was not organized for Rinaldis start, nor did she engage a plan.One in the same, Vaughan offered no time to train or mentor Rinaldi since the build of the Invi brand was priority. Rinaldi had a good first impression of the Bautista and thought she had a handle of his expectations from the young MBA new hires. But Rinaldi was never able to contribute or challenge her skills in many projects or presentat ions. The entry and encounter stage of socialization into Potomac Waters was proving to be a challenging one. Not only did Follet not get wind her recent hire new tasks or responsibilities, her various reactions to situations were not indicative to office norms. Therefore, Rinaldi is stuck in stage two of socialization, unable to metamorphasize into a defined role. Without the ability to carve out her role at Potomac, she is constantly in conflict with Follet and Vaughan, as she tries to establish herself.Personalities of Vaughan and FolletA second blockage alike the socialization process, are the personalities of Follet and Vaughan (Figure 1.3). Follet is doesnt seem to be highly extroverted. This can be taken in context. Notice the poor effort she puts into the conversations with Rinaldi. She is very put off and appears too busy to be bothered by Rinaldi. This implies Follet is has very low social awareness. She isnt aware of Rinaldis emotions or behaviors towards Vaughan. Fig ure 1.3 BIG 5 Personality Characterization ChartKEYFollet does score high in emotional stability because she is secure and calm in her role as product manager. She appears confident in her creative skills when marketing the Invi brand, and relies on Vaughan for his analytical skills. She also seems to be high in conscientiousness. Follets history indicates she was a high achiever, but the case evidence suggests she hasnt been able to transition into a leader or manager. This is demonstrated by her fierce drive to get the Invi brand marketed and meeting deadlines. She is not pertain with grooming her new hire as the brand develops, but rather is focused on getting to the final destination despite the costs. This once more is an example of low social awareness and relationship management. Vaughans personality does not appear to be extraverted. He is cold, short with Rinaldi and other coworkers, and tardily irritated. This is congruent with his low sense of agreeableness. He is not c ooperative with others, particularly a young ambitious MBA hire like Rinaldi.He doesnt help her adjust to life at Potomac, nor does he care. He ranks high in emotional stability because of his confidence in himself, his skills and relationship with product manager, Natalie Follet. This confidence does not make him self-aware of his weaknesses or limitations. In the case, he gives orders and assignments to Rinaldi that arent directed by Follet. He doesnt seem to feel any empathy for Rinaldi when he dumps multiple assignments on her at once. Vaughans relationship management is poor. He has no come to in including Rinaldi into the Invi team, discovering her skills and abilities, and maturation those assets as the work together on projects. When Rinaldi did project calculations for Vaughan, he disagreed with her findings and made a huge shouting scene in the office. He doesnt seem to contribute the ability to control his own emotions or flexibility in working with Rinaldi, indic ating low self-management.Toxic EmotionsToxic emotions in the work environment can be caused by abusive managers, unreasonable company policies, disruptive colleagues or customers, and poorly managed change within an organization. Vaughans poisonous behaviors toward Rinaldi, such as the shouting conflict over the PowerPoint- storybook assignment, or Vaughans way of treating Rinaldi as a subordinate rather than a peer, are creating a negative work environment. Follet and Vaughan collaborate on the Invi brand and make excuses for each others behavior. When Rinaldi visits with Follet on her concerns and asks for help, Follet passes her off to Vaughan. When Vaughan and Rinaldi engage in conflict, Follet tries to smooth things over. However, no apparent advancement in behavior exists. participation reoccurs, and Rinaldi is forced to confront Vaughan about his behavior. This cycle is one of the reasons Rinaldi is considering if she should stay at Potomac or go back to Deep Dive.Organiz ational OpportunitiesThese organizational blockages do have ramifications on Rinaldis expectancies, as do the following opportunities. Rinaldi perceives Potomacs new brand Invi to be a wonderful opportunity to participate in all aspects of marketing, ultimately preparing her to better perform in a position like the one at Deep Dive. Marketing was essential to the beverage industry. Even in a time of recession nationally, Potomac was able to continually take market share away from competitors and grow their business. Potomacs Health and Sports Drinks division was leading that growth, since consumers have trended towards healthier forms of beverage. chokeing with the new brand Invi would be demanding and rewarding. Rinaldi also saw opportunity in the organizations ability to promote from within.During her research of the company prior to taking her job there, she noted Potomac typically promotes its assistant product managers to product mangers faster than the industry average-three years or less. This is an advantage for ambitious Rinaldi to have a chance to manage her own brand and grow professionally. However, it can also be a disadvantage since Potomac typically changed managers assignments every 12-24 months. This is to help the product managers experience all stages of product development and life cycle. Changing assignments will keep the work interesting, but could possibly prevent the development of windup work relationships with coworkers.Company GoalsIn addition to opportunities, Potomac also has set company goals. Its utmost importance is growing its national brand recognition by taking over market share from traditional beverage companies. Potomac was taking these shares over by offering healthier drink options, rather than change soft drinks. In addition, Potomac wanted to grow and expand market share in their three divisions-sports drinks, health drinks and carbonated soft drinks. Invi, one of Potomacs newest fruit health drinks, was approac hing product launch. Goal setting scheme suggests these company goals are only achievable if the employees within a company clearly identify their roles. Pivotal role behaviors are behaviors a person mustiness consent to, in order to remain part of the group or organization. These behaviors are linked to an organizations core values.An example of a pivotal role Rinaldi must accept is identifying and respecting Follet as her supervisor. Rinaldi must take orders and follow Follets advice on marketing strategies and initiatives. Another pivotal role behavior is Rinaldi must accept Invi, and the Health Drinks Division at Potomac is leading the way in market growth and expansion. Rinaldi must understand the importance of this division to the survival and performance of the company and expect her contributions will impact the success of Potomac if she wants to be a member of the organization.A pertinent role behavior is a good behavior that is not infallible or required of an individ ual to remain part of an organization. An example of a relevant role behavior was when Rinaldi was working late on her assignments to meet deadlines put in place by Follet or Vaughan. She didnt have to work late, but did because she wanted to impress Follet and work on fulfilling her need for affiliation. By filling that need for affiliation with Follet, Rinaldi hoped Follet would eventually push more challenging assignments on to her and give her feedback as part of training.Inner Work LifeThe interplay between an individuals perception, emotions and motivators has an influence on their work performance. In the article Inner Work Life, Amabile and Kramer describe how a managers behavior can influence a subordinates work life. The article suggests most managers are not aware of the internal work lives of their employees, and do not value the relationship inner work life has on performance. We see this play out in the case study. Follet is not aware of Rinaldis way of making sen se of working day events the value she places on learning new tasks or assisting in the launch of Invi her frustrations towards Vaughan and her role within the department her need for achievement, autonomy and affiliation and motivators for lacking(p) to work at Potomac. Follet did not take an all-inclusive look at what Rinaldi was thinking and feeling as she worked in the department. Because Rinaldis inner work life was seldom expressed, Follet failed to recognize the drivers of Rinaldis performance.PERFORMANCEOnce the obstacles and opportunities have been identified that link effort to performance, analysis of what happened can be discussed. Rinaldis personality, skills, emotions, attitudes, perceptions and goals influence her expected performance. As did the attitudes, emotions, personalities of Vaughan and Follet, Potomacs goals and socialization process influenced Rinaldis effort-performance expectancy. After careful analysis, these factors lowered her performance level. She started out with ambitious goals for herself and the Invi brand, and now she is limited to what she can accomplish because of these blockages. Her time at Potomac has been menial tasks and projects for Vaughan. solo once did she have the opportunity to contribute to a project of value. But she didnt receive any positive keep from her supervising manager Natalie Follet nor did she receive any similar follow-up projects.REINFORCEMENTRinaldi receives many versions of documentation at differing times and intervals within the case. Some reinforcement is positive, some negative. reinforcer helps to modify her behavior and influence the outcomes of her performance. Rinaldi receives positive reinforcement from other managers in the office at Potomac. The article Inner Worklife, discusses individuals who experience more positive emotions in their work life, are shown to have increased productivity and performance. The article also suggests good managers do two things. First, good manager s enable their employees to move forward in their work. Solving a problem, achieving a goal or accomplishing a task seems to bring a positive feeling to an individual. Thus, making them feel as if they are making progress. The article states it is most important for managers to set clear goals to empower employees to move forward in their work (Amabile, 2007). The second thing good managers do, is treat their employees like human beings. proterozoic in the case, other Potomac managers praise her for her ambition, energy, and good ideas when she first starts with the company.As the case unfolds, she is also greeted with positive reinforcement from Bautista on a job well done with the return on investment assignment. In this example and others in the case, Follet continuously does not show Rinaldi any type of reinforcement to help shape her performance in the future. By reacting this way, Follet shows there is no handgrip for good work under her management, decreasing the odds o f high performance in the future. Continually Follet is very irregular in addressing issues, situations and behaviors. Rinaldi does not know what to expect from Follet in a given situation. This creates a muddled perception of her performance from Follets perspective. Vaughan continuously uses the punishment as reinforcement for Rinaldis behavior throughout the case.Punishment applies a negative event to increase the frequency or strength of a desirable behavior (Champoux 182). In one example, Vaughan and Rinaldi get into an argument on prioritizing storyboards and PowerPoint presentations. Vaughan immediately sends an email to Follet coverage Rinaldis behavior, punishment. In minutes, Follet is in Rinaldis office attempting to solve the issue. Follet chooses to use negative reinforcement when she scolds Rinaldi for the PowerPoint slide incident with Vaughan. Discouraged by the oppositeness by Follet, Rinaldi does as she is told and finishes the projects for Vaughan. Punishment ca n have some hateful side effects on behavior.Continual use of punishment doesnt result in learning a new behavior. It can very much lead to undesirable behavior or cause a person to react emotionally. The person receiving this kind of reinforcement, Rinaldi in this case, develops negative feelings toward Vaughan. These feeling of scruple and anger can emasculate Rinaldis view of Follets ability to successfully shape behavior. Punishment is a much less effective use in behavior modification as compared to positive reinforcement. injusticeDespite the punishment she receives from Vaughan, and the unpredictability of Follet, Rinaldi wants to give Potomac her best effort. The effort and enthusiasm she gives to Potomac does not meet her organizational or individual needs and goals. Her effort and performance is undervalued because it is underutilized. She perceives this as a negative inequity, causing her to feel she is worse off. Individuals who feel they have experienced an inequity develop tension. To relieve that tension, they choose to respond by taking action in various way such as changing inputs or outcomes, withdrawal, acting on another, changing the comparison person.A specific example from the case is when Rinaldi develops frustration with Vaughan after he gives her orders to complete storyboards. In addition he places an important PowerPoint presentation to review onto her work load as well. Rinaldi perceives this situation as inequitable because she performs Vaughans work and her own, but receives no accreditation for her effort. Rather she receives negative reinforcement from Follet for the situation. This frustration causes Rinaldi to change her outcome by confronting Vaughan about the situation later in the day. Rinaldi was appreciative of Vaughans apology, but the incident lingered unsettling to her.OUTCOMERinaldis performance and perceived inequity influences her outcome. Rinaldi did not receive the outcomes she anticipated when she started Pot omac Waters. in particular after her review with Follet, Rinaldi felt as though her training has not and will not be a priority for Follet going forward. Rinaldis outcome can be divided into two categories intrinsic and extrinsic. integral outcomes are those rewards individuals give to themselves. An example of an intrinsic outcome Rinaldi experienced is the delight of completing the return on investment assignment for Follet. The challenging assignments completion was very self-satisfying for Rinaldi. She was hoping to receive more assignments like that in the future that would continue to sharpen her skills and abilities.Extrinsic outcomes are those rewards given to an individual by a manager as a result of the employees performance. Rinaldi had control over the performance she was willing to give however, the she does not have control of the outcome received. Managers have the ability to give or take off these rewards for an employees performance. Examples of extrinsic outcom es are pay increases, bonuses, promotions, or supervisors praise. In the case, Rinaldi doesnt experience any praise from Follet, her supervisor. In addition, Rinaldi does not receive any pay raises or promotions. Follet has withheld these outcomes from her, based on her lack of imitative on higher valued projects, assertiveness and lack of verbal contribution at meetings.NeedsRinaldis goals of receiving training to better prepare her for a career in marketing were not ful modify. Her needs of achievement, autonomy, and affiliation were not met in her short time at Potomac. Rinaldi was hoping Follet would note her work performance, and assign her more challenging projects to contribute to the launch of Invi, thus building on her need for autonomy. Instead, Rinaldi went back to making copies, running errands and doing menial tasks for Vaughan such as story boards and power points. Her need for achievement was also blundered when she didnt receive any positive feedback from Follet for a job well done on the return on investment project. A similar example was Rinaldis lack of achievement comes from not having a positive review with Follet. Rather, Rinaldi was reprimanded for her lack of assertiveness, initiative, and quiet demeanor during meetings. This was not the feedback she was hoping for when she took the job at Potomac.The following are examples of Rinaldis unsuccessful attempts to fill her need for affiliation. First, Follet and Rinaldis first meeting was cold and brief, unprepared for the new hires arrival. Follet mentioned her view of Rinaldis generational challenges, commenting on Generation Ys ability to be impatient and demanding. Rinaldi assured Follet that she is a team player and quick learner. But, before Follet could respond, she was distracted by an incoming phone call. Follet made it clear how busy she was to Rinaldi, suggested that Rinaldi must learn as much as possible from Vaughan, even though Vaughan was just as busy. A separate but rela ted incident where Rinaldi movemented her lack of affiliation to Follet was in Follets office. One morning Rinaldi stop by Follets office to ask a question. Follet made very little effort to glance away from her computer, showing slight interest in Rinaldi, and then directed Rinaldi to take her question to Vaughan. Disappointed with her party bosss lack of interest, despite the enthusiasm she received from other managers at Potomac, she returned to her office.Rinaldi makes it quite clear her desire for affiliation to Follet, and her internal struggles with the reasoning tush Follets behavior. A final example of Rinaldis need for affiliation stems from a project Follet and Vaughan ask her to review in late October. She spent many hours working and reworking return on investment projections for the marketing launch of Invi. When she submitted her work to the Vice President of Marketing, Julius Bautista, Bautisa emailed Rinaldi praising her contribution. She was pleased (This al so filled her need for achievement). However, the two people at Potomac she wanted the approval of the most, Follet and Vaughan, tell little about it and did not follow up with any similar assignments. This did not fill her need for affiliation. It didnt get any better two weeks later when Follet presented the same return on investment selective information to the entire Health Drinks Division. She never once asked Rinaldi for help, nor did she involve Rinaldi in her presentation. valanceRinaldis perception of the valance of all the outcomes in her situation was negative. This negative valance will determine her choice of behavior. She is nervous, frustrated, and confused about her future at Potomac. Her difficult relationship with Vaughan and lack of training opportunities from Follet has led Rinaldi to question her role at Potomac and perhaps missed opportunity at Deep Dive.RECOMMENDATIONSAfter careful analysis of the case and its many components, a testimonial can begin to be d eveloped. My recommendation is designed to support the improvement of what I concluded are limitations, while maintaining the positives in the situation. It is understandable to see why Rinaldi is thinking the way she is. Her negative valance to the outcomes of situations has caused her to reconsider her inputs, motivations and role at Potomac. A recommendation may be to set up a meeting between Rinaldi and Follet to discuss Rinaldis personal needs and goals. The direction of the conversation could address the present non-functional situation, and then focus on developing a procedure to take training and role expectations to the abutting level.Once Rinaldi and Follet define Rinaldis role within Potomac and training expectations, perhaps a meeting could be set up with all three colleagues. Together, Follet would have the opportunity to identify common goal of the department, the launch of Invi. After discussing the goal of the group, the team could discuss role expectations of R inaldi and Vaughan as they relate to comer the common goal. This will help to define the expectancies and direction of the team as they refocus their approach to Invis launch. Hopefully this refocus will go on team collaboration, ultimately meeting the affiliation, autonomy and achievement needs of Rinaldi component part Follet to reach her goal of a successful Invi launch, and meeting Vaughans needs for achievement and recognition for his contributions to the project.ReferencesAmabile, Teresa M., & Kramer, Steven J. (2007). Inner Work Life agreement the Subtext of Business Performance. Harvard Business Review, 72-83. Champoux, Joseph E. (2011). Organizational Behavior Integrating Individuals, Groups, and Organizations. New York Routledge. Groysberg, B., Lee, L., & Nohria, N. (2008 July-August). Employee Motivation A Powerful New Model. Harvard Business Review, 78-84. Hill, Linda A. (2001 August). Martha Rinaldi Should She Stay or Should She Go? Harvard Business School, ca se 4310.