Martha Rinaldi Case Analysis Essay

BACKGROUNDMartha Rinaldi, a cardinal seven year old aspiring channel woman who has recently realized her MBA. Origin wholey from Iowa, she completed her undergraduate grad in Computer Science in 2006 from the University of Iowa. From there, Rinaldi began her MBA at a top qualifying business school in Chicago, with her contract on merchandise. After completing her premiere year in the MBA program, Rinaldi took a summer internship as assistant to the Director of Promotions at a Chicago based eating place chain callight-emitting diode latterly so physical exercise Pizza. During her brusque clock sentence at mystical Dive, Rinaldi rund ideas close to nonice aw atomic number 18ness and innovative crossing emergence. But her most nonice fit division came from her final chase a manner on enthr anements first appearance. This weighty pre displaceation caught the attention of fertile Dives CEO, at long last creating a employment offer for her with the enigma tical Dive promotions ag aggroup at once she completed her MBA the adjacent summer.When Rinaldi unblemished her MBA in 2008, she was faced with dickens offers. First, she had the fortune to drive a sort to Deep Dive as a lead for a fussy labor movements team in the selling surgical incision. Her import argumentation offer was an assistant oerlap music director at Potomac Waters in their wellness Drinks Division. To economic aid make her finding, Rinaldi began to search distri andively federation and self-assess her claims as they re modern to her c beer ambitions. After thorough consideration, Rinaldi decided Potomac Waters, a sliply completed gild with a proven disk of merchandise brilliance, would bankrupt her the shell hazard to sate her c atomic number 18er ambitions and personal conducts. several(prenominal) NEEDS & GOALSNeed for Achievement and various(prenominal) GoalsIn this oddball Rinaldi has several inherent inevitably. Needs, physic al or psychological, whoremonger diagnose bearings associated with exigency. Rinaldis necessity reflect her fret at Potomac. She wants to hold out to the conquest of the nearlyness potables division and its nonices, while educate a big(p) deal from Potomac. She hopes her time at Potomac will provide her with the eff to guide in advance her corporate c areer. The first of Rinaldis require is the need for express home the baconment or growth. McClellands theory tear downs individuals with the strong commit for achievement analyze places, try to commiserate the chances of w home(a), and aim moderate achievement cultures for themselves (McClelland 160). Rinaldi demonstrates her need for achievement in several trends. First, she chooses to survey laster learning in an MBA to sponsor her develop her career path.Secondly, Rinaldi took considerable time choosing among business enterprise offers aft(prenominal) graduation. Her decision was Potomac Waters because she cute to gain the friendship and assure a nationally complete firm homogeneous Potomac could provide. Although, a job at Potomac would be rigorous and challenge, she treasured to develop as a all everywherelord in the midst of a favored commercializeing de break upment. Rinaldi demonstrates her need to achieve a third way, when she ac intimacys Potomac promotes their assistant directors faster than the exertion average. Here, she is already massting a cultivation and developing a vision to achieve a promotion to ingathering motorbus with in the fellowship.Need for AffiliationRinaldis second need that fuck be identified is the need for draw to founder warm lasting kinds with opposites, to be want, and to try the approval of some some others (McClelland 160). She demonstrates this need early as she researches Potomac Waters before she commits to their job offer. Rinaldi do a visit to Potomac in June of 2008, where she met with employees who were prosperous to scotch to know her. She had lunch with merchandise motorbuss who provided severe feedback and told her they cheerd her energy and enthusiasm. Her perceive warm welcome to the comp all was a big driver in winning the originator at Potomac. other worthy example of Rinaldis need for tie beam is during her time of employment at Potomac. Rinaldi industrial plant directly with associate point of intersection theatre director Jamie Vaughan, merely reports to crossway passenger car Natalie Follet. Rinaldi has a strong desire to be desired and valued by Follet and Vaughan.Need for indecorumRinaldi felt her contributions to the return on enthronisation arrangement were noneworthy and deserving of the opportunity to participate in more assignments kindred it in the future. Rinaldis final placeable need is the need for autonomy the need to challenge her skills, to be assertive and independent. In the obligate Employee Motivation, the authors outline thed rivers of motivation acquire, bond, comprehend, and keep (Nohria, Groysberg, Lee, 2008). Rinaldis need for autonomy parallels this obliges need to comprehend.She desires her job reference to be meaningful and distinct indoors Potomac. In rise to power this agency needs to foster a sense of decide and contribute to the company as well. The member emphasizes that in order to bring on plenty to do their best carry, all quaternity drivers of motivation need to be met. Rinaldi was hoping Follet would none her be ask actualizeance, and assign her more repugn projects to contribute to the dump of Invi. Instead, Rinaldi went back to make copies, running errands and doing bustedly tasks for Vaughan such as story boards and power points. N genius of which utilize her skills as an MBA graduate.INDIVIDUAL BLOCKAGES AND OPPORTUNITIESRinaldis feat and work outance are connected. Influencing this connection are the individual opportunities and auction blocks skills, abili ties, training, perplex, personality, locatings and personal goals. These forges drive motivation and whoremonger cause a person to perceive low or advanced essay- work expectancies.Skills and ExperienceSince taking the job at Potomac, Rinaldi used truly(prenominal) little of her MBA education or skill set as she performed basic tasks and was discouraged to assimilate the green light on more important projects by Vaughan. She was computer savvy from her undergraduate point in Computer Science. She demonstrated these skills during her internship with Deep Dive Pizza by creating a return on coronation presentation for the potential allocation of funds towards a saucy computerized information system. Rinaldi besides has experience in foodstuffing from her internship at Deep Dive. Deep Dive prided themselves on post marketing finished flashy advertize of refreshing products.Rinaldi contributed numerous great ideas on how to educate brisk franchise owners around t he brands core elements. She in addition gained experience communicating the unique sort of product development to new suppliers of Deep Dive. Rinaldi excessively has good reason skills. She was current to weigh out the affirmatory and disconfirmings of each of her job offers binding the completion of her MBA. She was self-conscious of her needs for stand, achievement and autonomy. This prompted her to take the direct that she perceived to give her the mostmarketing training and education, to break down prepare her for a marketing promotion in the future. temperIn addition to Rinaldis business education and work experience, her personality is a nice compliment (Figure 1.1). genius is a set of traits or characteristics of a peculiar(a) person. They potty be categorized into v belongingss, also known as the speculative five Personality factors. Analysis of Rinaldi shows she is passing open to new experience. She is intelligent, broadminded, and imaginative. She show s these characteristics when she contributes distinguished ideas at marketing run intos, and her final presentation as intern at Deep Dive. some other example of her openness is when she decided to revolve around on marketing during her MBA study, even though her passion was computer science. She felt the distich was a great combination for success in business.Rinaldi also sexual conquests tall in conscientiousness. Her efficiency to be dependable, thorough, diligent and organized is say throughout the ensuantful study. She worked many an(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 estimations dish upes. Although it is exhausting to secure if Rinaldi is soaringly extraverted, she is non reserved, quiet or shy. She arrestms to be outgoing when she visits with other managers and peers during her ascendent bes at Potomac. She also meets othe r department managers for lunch on occasion to talk over work projects and surgical process. A fourth dimension of personality is wound up stability. Rinaldi is neither high nor low in lightal stability because she is calm and secure in who she is.However, Follet causes Rinaldi more or less stirred up turmoil and anxiety at work. For example, when Rinaldi lent a hand to a coworker from another department who needed her do one morning (recognizing anothers need is an example of Rinaldis cordial conscious(predicate)ness), she get a lined an electronic mail from the wrong chairperson of merchandising thanking her for her efforts, but reminding her that he value her time is best spent operative on projects similar to the return on investment assignment she completed a few weeks prior. Follet was copied on this electronic mail as well. When Follet approached Rinaldi nearly the incident, she told Rinaldi it was ok to sometimes help out around the office, no proceedsthe circumstance.This skirmish left Rinaldi disquieted as to whose directive she should take on. In this sheath study, Rinaldi seems to answer to what happens, an external locus of visit, kind of than unequivocal what happens (Figure 1.2). She matchs to the way Follet and Vaughan treat her. They dont give her the responsibility at Potomac to be a driver of change, but earlier react to what happens instead. Rinaldis personality oddball is locus of control. She shades that the consequences of her actions are controlled externally by factors beyond her control, rather than an internal view. some(prenominal) 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 refresh saying that she needs initiatory.Emotions and AttitudesRinaldi has proscribe emotions and perspective toward Vaugha n. Attitude, as destined by Champoux, is a versed predisposition to respond in a consistently favorable or b lackball manner with respect to a tending(p) object (Champoux, 106). Her cognitive part of that attitude is her belief Vaughan has been at Potomac for several years, is very analytical, but has circumscribed 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 cold. This demonstrates his low value in agreeableness on the Big Five Personality chart. Rinaldi and Vaughan pitch a unworthy work relationship. In addition, he is awkward to communicate with, causes work date with Rinaldi.She was altogether to answer to Follet, but yet, Vaughan proceeded to give Rinaldi orders and assignments. Her behavioral purposes are to try to work well with Vaughan on projects, but her friendliness and industry with him i s low. Her attitude of Follet is based on emotions and evaluations she undergo 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 some function, happen upon its for good reason (Hill 7). This statement, like many others, is contradictory of Follets prescript that Rinaldi only reports to her. Examples like this cause Rinaldi emotional turmoil, anxiety, and confusion. She feels that Follet is always pushing her off, and perceives her as a know-it-all MBA who is demanding and impatient. Therefore, Rinaldis behavioral intention is to follow Follets orders because she is never contracted of Follets reactions or emotions to any military position at Potomac. stirred IntelligenceEmotional intelligence is a three floor p rocess 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- consciousness, self-management, affectionate awareness, and relationship management. An emotionally intelligent person knows how to influence other rafts emotions. In this case, Rinaldi demonstrates self-awareness and management, as well as, friendly awareness (Figure 1.2). Rinaldi displays her self-awareness when she discoursees 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 of late a few evenings, masking her flexibleness 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 dis appellative. And finally, Rinaldi demonstrates her societal awareness when she realizes one of her colleagues is in distress trying decision some last minute projects at the office. scorn 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. acquaintancesRinaldi has developed many cognizances 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-perception is her high self-esteem early in the case. She is cocksure of herself-worth, skills and abilities because she was getting good 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 restless new require who can contribute many great marketing ideas to Potomac. When Rinaldi was choosing amid her job offers after completion of her MBA, she perceived Potomac Waters to be an elite national business firm that had an exceptional marketing department. After talking with the Potomac recruiter, her attitude towards Potomac was authoritative, because only they could offer the utmost marketing training and grooming of any company. Unfortunately this perception of Potomac will change subsequently(prenominal) on in the case. Rinaldi perceives Follet in many varied ways. She recognizes the creative ability Follet fosters from her previous envision 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 pro viding 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 restless work, and doesnt provide consistent feedback. Rinaldi acknowledges Follet as her superior, and wants to be loyal to her. However, it is difficult with the varying responses she provides to every(prenominal) situation. Finally, Rinaldi has a negative perception of Vaughan. This perception is unchanging throughout the case. He pushes his baseborn tasks off on her, discourages her from taking initiative on more valued projects, and takes honorable mention for all the work. His cold attitude towards Rinaldi and other coworkers makes it hard to communicate powerfully. Except when Vaughan pursue in a cheering geminate with Rinaldi about come calculations she had make. That argument win the attention of everyone in the office.Rinaldi is aware of the fantastical relationship of Follet and Vaughan. They seem to be very in tun e to what is going on between themselves and the department. A few leading light examples are as follows. Follet sent an email to Rinaldi saying Vaughan perceived Rinaldi as expeditious a few days into her new position at Potomac. Follet, Rinaldis supervisor, didnt observe this behavior, but rather takes into bank note Vaughans perceptions and attitudes. Or by chance by-line the shouting incident between Vaughan and Rinaldi over a few calculations, Follet pulled Rinaldi aside and told her Vaughan is safe misunderstood sometimes. This wasmore than a error of behavior, rather an excuse for Vaughans treatment of Rinaldi.ORGANIZATIONAL BLOCKAGES AND OPPORTUNITIESThe unite between effort and performance is not free of obstacles. In this analysis of Martha Rinaldis case, consideration must(prenominal)(prenominal) be given to organisational blockages or opportunities. These obstacles would include attitudes creating conflict, personalities other than Rinaldi, unhealthful emotion s, behaviors of Follet and Vaughan, organisational design, resources and opportunities.organisational Design and SocializationOrganizational design and socialization is a process by which a company is incorporated and presented to the employees and the public. Potomacs brassal design at first appeared to Rinaldi to be a great opportunity for training. She had met Doug Berman, group product manager in the Health Drinks Division, during her visit to Potomac and he treatd 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 particular(prenominal) 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 hold in a pla n. one and only(a) in the same, Vaughan offered no time to train or mentor Rinaldi since the set 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 presentations. The entry and encounter stage of socialization into Potomac Waters was proving to be a gainsay one. Not only did Follet not teach her recent hire new tasks or responsibilities, her various reactions to situations were not apocalyptic to office norms. Therefore, Rinaldi is stuck in stage two of socialization, unable to metamorphasize into a defined voice. Without the ability to carve out her image at Potomac, she is constantly in conflict with Follet and Vaughan, as she tries to establish herself.Personalities of Vaughan and FolletA second blockage besides 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. menu the poor effort she puts into the chats with Rinaldi. She is very distrait and appears too busy to be daunted by Rinaldi. This implies Follet is has very low social awareness. She isnt aware of Rinaldis emotions or behaviors towards Vaughan. Figure 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 draw or manager. This is demonstrated by her uncultivated drive to get the Invi brand marketed and meeting deadlines. She is not concerned with grooming her new hire as the brand develops, but rather is focalizeed 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 circuit with Rinaldi and other coworkers, and easily irritated. This is congruent with his low sense of agreeableness. He is not accommodating with others, especially a young enterprising MBA hire like Rinaldi.He doesnt help her adjust to purport 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 multiplex assignments on her at once. Vaughans relationship management is poor. He has no engage in including Rin aldi into the Invi team, discovering her skills and abilities, and developing 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 fork over theability to control his own emotions or flexibility in working with Rinaldi, indicating low self-management. ototoxic EmotionsToxic emotions in the work environment can be caused by abusive managers, wild company policies, disruptive colleagues or customers, and ailing managed change indoors an organization. Vaughans toxic 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 passe s her off to Vaughan. When Vaughan and Rinaldi engage in conflict, Follet tries to smooth things over. However, no apparent profit in behavior exists. Conflict reoccurs, and Rinaldi is obligate 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.Organizational 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 deal away from competitors and grow their business. Potomacs Health and Sports Drinks division was leading that growth, since consumers have trended towards healthy forms of beverage. executioning with the new brand Invi would be demanding and rewarding. Rinaldi also saw opportunity in the organizations ability to promote from inside.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 managersexperience all stages of product development and life cycle. Changing assignments will note the work by-lineing, but could possibly foreclose the development of close work relationships with coworkers. confederation GoalsIn addition to opportunities, Potomac also has set company goals. Its utmost enormousness is maturation its national brand recognition by takin g over market share from traditional beverage companies. Potomac was taking these shares over by offering healthier drink options, rather than carbonated 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 approaching product launch. Goal setting theory suggests these company goals are only achievable if the employees within a company pissly recognize their roles. Pivotal role behaviors are behaviors a person must consent to, in order to perch 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 Potom ac 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 applicable role behavior is a good behavior that is not prerequisite or required of an individual 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 ful absorbing her need for draw. By filling that need for standoff with Follet, Rinaldi hoped Follet would eventually push more challenging assignments on to her and give her feedback as part of training. inner(a) Work LifeThe interplay between an individuals perception, emotions and motivators has an influence on their work performance. In the article Inn er 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 inner 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 reservation sense of workday 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 wanting 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. executingOnce the obstacles and opportunities have been identified that link effort to performance, analysis of what happened can be d iscussed. 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. Only once did she have the opportunity to contribute to a project of value. But she didnt receive any positive advantage from her supervising manager Natalie Follet nor did she receive any similar work through projects.REINFORCEMENTRinaldi receives many versions of even upoff at differing times and intervals within the case. Some reinforcement is positive, some negative. Reinforcement helps to modify her behavior and influenc e the outgrowths 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 managers enable their employees to moveforward in their work. Solving a problem, achieving a goal or accomplishing a task seems to bring a positive feeling to an individual. Thus, reservation 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 merciful beings. Early in the case, other Potomac managers extolment 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 make with the return on investment assignment. In this example and others in the case, Follet incessantly 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 insight for good work under her management, change magnitude the odds of 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 lost perception of her performance from Follets perspective. Vaughan continuously uses the punishment as reinforcement for Rinaldis behavior throughout the case. penalization applies a negative event to increase the relative frequency or strength of a suited behavior (Champoux 182). In one example, Vaughan and Rinaldi get into an argument on prioritizing storyboards and PowerPoint presentations. Vaughan immediate ly sends an email to Follet reporting 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 confrontation by Follet, Rinaldi does as she is told and finishes the projects for Vaughan. Punishment can have some undesirable side set up on behavior.Continual use of punishment doesnt result in learning a new behavior. It can often 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 distrust and anger can emasculate Rinaldis view of Follets ability to successfully shape behavior. Punishment is a oft less effective use in behavior fitting as compared to positive reinforcement.INEQUITYDespite the punishment she receives from Vaughan, and the unpredictability o f 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 injustice, causing her to feel she is worsened 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 check 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 Potomac Waters. Especially after her appraise with Follet, Rinaldi felt as though her training has not and will not be a priority for Follet going forward. Rinaldis outcome can be take away into two categories intrinsic and extrinsic. Intrinsic outcomes are those rewards individuals give to themselves. An example of an intrinsic outcome Rinaldi experienced is the satisfaction 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 he r skills and abilities. extraneous 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 authentic. Managers have the ability to give or withhold these rewards for an employees performance. Examples of extrinsic outcomes 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 echoic on higher valued projects, self-assertiveness and lack of verbal contribution at meetings.NeedsRinaldis goals of receiving training to better prepare her for a career in marketing were not fulfilled. 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 follow-up with Follet. Rather, Rinaldi was reprimanded for her lack of assertiveness, initiative, and quiet doings 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 apprised Follet that she is a team player and quick learner. But, before Follet could respond, she was distracted by an inflowing 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 related incident where Rinaldi questioned her lack of affiliation to Follet was in Follets office. One morning Rinaldi stopped by Follets office to ask a question. Follet made very little effort to glimpse away from her computer, showing slight interest in Rinaldi, and then directed Rinaldi to take her question to Vaughan. Disappointed with her 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 toFollet, and her internal struggles with the reasoning behind Follets behavior. A fi nal 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 also filled her need for achievement). However, the two people at Potomac she wanted the approval of the most, Follet and Vaughan, verbalize 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 data to the entire Health Drinks Division. She never once asked Rinaldi for help, nor did she involve Rinaldi in her presentation.corniceRinaldis perception of the valance board 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 recommendation can begin to be developed. My recommendation is knowing to support the improvement of what I cerebrate are limitations, while maintaining the positives in the situation. It is comprehensible 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 whitethorn 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 unconscious process to t ake training and role expectations to the neighboring 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 discussingthe goal of the group, the team could discuss role expectations of Rinaldi and Vaughan as they relate to range the common goal. This will help to define the expectancies and direction of the team as they focus their approach to Invis launch. Hopefully this refocus will encourage team collaboration, ultimately meeting the affiliation, autonomy and achievement needs of Rinaldi helping 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 Understanding the Subtext of avocation Performance. Harvard Business Review, 72-83. Champoux, Joseph E. (2011). Organizational Behavior Integrating Individuals, Groups, and Organizations. tender York Routledge. Groysberg, B., Lee, L., & Nohria, N. (2008 July-August). Employee Motivation A Powerful refreshed Model. Harvard Business Review, 78-84. Hill, Linda A. (2001 August). Martha Rinaldi Should She Stay or Should She Go? Harvard Business School, case 4310.