Respond to the required questions, double-spaced, APA format (source citations and reference insertions) essay (Each Question). In each Case Study, you must use at least three (3) references (in text), including the textbook (included below).
Textbook reference:
Smith Jr., Clifford W. Managerial Economics & Organizational Architecture (Irwin Economics) (p. 103). McGraw-Hill Higher Education. Kindle Edition.
(This Assignment Box maybe linked to Turnitin.)
Respond to the required questions, double-spaced, APA format (source citations and reference insertions) essay (Each Question). In each Case Study, you must use at least three (3) references (in text), including the textbook (included below). Textbook reference: Smith Jr., Clifford W. Managerial Economics & Organizational Architecture (Irwin Economics) (p. 103). McGraw-Hill Higher Education. Kindle Edition. (This Assignment Box maybe linked to Turnitin.) 200 Words: Case 3: Discussion 1 Identify an incentive conflict in your firm, or one you have read about, that reduced firm value. As part of your answer, discuss whether or not one or more of the legs of the organizational stool was unbalanced, and if so, how that contributed to the conflict. 100 Words: Case 4: Mayra: Discussion 2 Implicit contracts usually develop over time and represent trust between parties (Oxford, 2019). Firm Y was known to have a high employee turnover rate. This was mainly due to unfulfilled implicit contracts that promised salary increases and promotions. Firm Y also had managers that struggled with addressing challenges that focused on employee’s work. Management would fail to measure proper performance evaluations from staff and was measured by the social relationship between employees and manager. This led to many employees that lacked that relationship to have no incentives to add value to the agency by meeting goals or completing other tasks that need to be done. This created an unbalance in the organizational stool. Having one or two legs of the stool isn't enough; all three must be present and working in balance for a company to achieve best performance (University of Washington, 2017). If Firm Y was able to fulfill its implicit contracts and evaluate performances properly, the legs of the stool could have been balanced. However, Firm Y was not able to achieve its best performance due to manager-worker interrelations. 100 Words: Case 5: Quinn: Discussion 2 Incentive conflict at a firm level is defined as a conflict introduced by principals with the aim of trying to manage agents to work for them (Brickley, Smith, & Zimmerman, 2016). Incentivized people, decision making, and performance measurement cover parts of the three-legged stool of an organization. Since incentive conflict involves incentive people, the idea broadly affects organizational architecture. In the case of the firm I worked for, the incentive conflict occurred as a result of mixing direct and indirect sales (Obloj & Zenger, 2019). The idea emerged from the concept that the organization principals came up with a policy that serves their interests. This involved direct sales, which clashed with the organization strategy. Incentivized people worked with the organizational strategy and were not able to change; this led to the occurrence of incentive conflict. Furthermore, incentivized people form part of the organization's architecture. The incentive conflict that happened at the corporate level immensely affected incentivized people. The effect was as a result of the mixed product in the sales category and lack of motivation and act of rewards. Some of the consequences that result from the incentive conflict include poor decision making because principals design policies that favor personal interest. Performance measurement is also a part of the three legs of the stool of the organizational architecture, experiences an influence that happened as a result of the incentive conflict. The idea of weighing firm measurement could not exist since incentivized people were demoralized. To sum up, the two legs of the stools of the organizational architecture were unbalanced. Some of the effects of the conflict include the existence of the act that involved delegate decision-making, among others. Respond to the required questions, double-spaced, APA format (source citations and reference insertions) essay (Each Question). In each Case Study, you must use at least three (3) references (in text), including the textbook (included below). Textbook reference: Smith Jr., Clifford W. Managerial Economics & Organizational Architecture (Irwin Economics) (p. 103). McGraw-Hill Higher Education. Kindle Edition. (This Assignment Box maybe linked to Turnitin.) 200 Words: Case 3: Discussion 1 Identify an incentive conflict in your firm, or one you have read about, that reduced firm value. As part of your answer, discuss whether or not one or more of the legs of the organizational stool was unbalanced, and if so, how that contributed to the conflict. 100 Words: Case 4: Mayra: Discussion 2 Implicit contracts usually develop over time and represent trust between parties (Oxford, 2019). Firm Y was known to have a high employee turnover rate. This was mainly due to unfulfilled implicit contracts that promised salary increases and promotions. Firm Y also had managers that struggled with addressing challenges that focused on employee’s work. Management would fail to measure proper performance evaluations from staff and was measured by the social relationship between employees and manager. This led to many employees that lacked that relationship to have no incentives to add value to the agency by meeting goals or completing other tasks that need to be done. This created an unbalance in the organizational stool. Having one or two legs of the stool isn't enough; all three must be present and working in balance for a company to achieve best performance (University of Washington, 2017). If Firm Y was able to fulfill its implicit contracts and evaluate performances properly, the legs of the stool could have been balanced. However, Firm Y was not able to achieve its best performance due to manager-worker interrelations. 100 Words: Case 5: Quinn: Discussion 2 Incentive conflict at a firm level is defined as a conflict introduced by principals with the aim of trying to manage agents to work for them (Brickley, Smith, & Zimmerman, 2016). Incentivized people, decision making, and performance measurement cover parts of the three-legged stool of an organization. Since incentive conflict involves incentive people, the idea broadly affects organizational architecture. In the case of the firm I worked for, the incentive conflict occurred as a result of mixing direct and indirect sales (Obloj & Zenger, 2019). The idea emerged from the concept that the organization principals came up with a policy that serves their interests. This involved direct sales, which clashed with the organization strategy. Incentivized people worked with the organizational strategy and were not able to change; this led to the occurrence of incentive conflict. Furthermore, incentivized people form part of the organization's architecture. The incentive conflict that happened at the corporate level immensely affected incentivized people. The effect was as a result of the mixed product in the sales category and lack of motivation and act of rewards. Some of the consequences that result from the incentive conflict include poor decision making because principals design policies that favor personal interest. Performance measurement is also a part of the three legs of the stool of the organizational architecture, experiences an influence that happened as a result of the incentive conflict. The idea of weighing firm measurement could not exist since incentivized people were demoralized. To sum up, the two legs of the stools of the organizational architecture were unbalanced. Some of the effects of the conflict include the existence of the act that involved delegate decision-making, among others.