Alex was recently promoted from Associate to Sr. Associate at Jeffries, Smith, and West, an accounting company in Los Angeles, CA that specializes in tax audits for companies in the entertainment industry. Prior to this promotion, Alex didn't have any managing experience with this firm, but with the promotion she now manages a team of six Associates and three Junior Associates. Many of the employees on her team are people that she has worked with previously and knows quite well from her experience as an Associate.One of the Associates whom Alex has worked with and now manages is James. James has worked for Jeffries, Smith, and West for three years and has developed a reputation of "playing hard," but not always "working hard."Alex has worked with James on two separate occasions. The first time was two years ago when they were on a team that did an audit for MGM. While on this project, Alex observed that James was a very competent person and excelled as a member of their team. The second time, Alex and James worked together was nine months ago when they worked on an audit for Viacom International Inc. While on this project, Alex saw a very different side of James. James seemed to be bored and unengaged with his work. On top of that, Alex overheard their managing Sr. Associate complain about James' lack of organization and discipline.Because Alex is now James' manager, she is trying to figure out what she can do to help James be the employee that he was when working on the MGM job. To do so, Alex reflected upon the differences between the MGM job and the Viacom International Inc. job to see what kept him engaged and working hard in the MGM job or what caused him to be disengaged from the Viacom International Inc. job. One difference between the two jobs that stood out to Alex was the managing Sr. Associate. The managing Sr. Associate with the MGM job, Jackson DeRosa, was probably one of the best managers that Alex had encountered since being with the firm. She loved how he was so personable with his subordinates. He seemed to know each employee personally, and even more, he seemed to know what buttons to push to motivate his employees. Jackson was known throughout the company as being the only manager who always met his deadlines and everyone loved working for him. In sharp contrast to Jackson was Alex's managing Sr. Associate on the Viacom International Inc. job, Gary Boone. In Alex's opinion, Gary was a very critical boss that seemed to care only about the numbers and not his employees. Gary often had his employees work 14 hour days on the weekend. Since that time, Gary had left the firm.If you were in Alex's position, Coaching styles: Driver, Persuader, Amiable or Analyzer(Minimum of 750 words for each question, this excludes the reference section at the bottom from your word count. You are also required to use a minimum of FOUR scholarly external sources references. Use proper APA guidelines, you only have to make reference to the author and year of publication in your in-text reference, but APA guidelines encourage you to also provide the page number.1. Explain what type of coaching style would you choose when working with James and why? (750 words)2. Describe what behaviors you would engage in, while coaching James? Describe how this could motivate him to be more productive? (750 words)

In this discussion topic, debrief your Competitive Rounds 2 and 3. What have you learned from your decisions and rationale for the solutions you implemented in Rounds 2 and 3? What do your reports tell? In particular, focus your responses using the following sections from the Foundation FastTrack: production analysis and market share.You should carefully review the Foundation FastTrack, as well as your debrief reports, for these rounds.To complete this assignment, review the Capstone Discussion Rubric PDF document.peer 1: Hey all, So I thought I had a pretty good grip on things until this time around. I decided to create a new product, and I must have misunderstood that process and I ended up putting my company in debt! Oh no! So after reviewing things I see that I invested too much into automation and set my price point a little too high for the product. Not to mention, I didn't make my newer product that much different than my existing one, so I don't think that my consumers say a reason to purchase it. Total fail. I am going to try and tweak it a bit so it appeals mostly to my low tech segment, and see how that affects my company. Ultimately, I think I am going to be in debt for a bit, and have to sell some stock and take out loans to try and recoup from this epic failure. Looking at the competitors on the production analysis and market share, I think I can shift my focus from my primary product and try to build more around my new product. My primary product, Able, is coming in strong compared to my competitors, so I might keep that the same for the next round and try to get my new product to appeal to a specific customer. I tried to come in too similar to Able, and I need to make more stand out differences between the products. See attachments to reference my reports. Thank you for reading!-Meganpeer 2: Hi Everyone,Round 2 and 3 was more overwhelming than I thought it would be. Starting with the what went wrong overall. This is my 3rd stock out for both products!!!!!!! I studied and calculated according the potential market shares and new year's market growth percentage for both low and high products. I purchased more capacity to keep up with demand. I just don't get it. Every thing I read tells me how to do the calculations, but it does explain how to apply it. I will keep trying, but I feel crazy because I get the same results despite making changes to the forecasting process. My focus for round 4 is go back and re-read the team members guide and see if something will click. If I continue at this rate I think I will end up bankrupting the company. The rating has decreased and based on the score I need to add more products to achieve max points, but I don't feel confident adding products if I keep stocking on the two I have. Market shares for my high product was extremely low in round 3, but market shares increased for the low product.Although round 2 and 3 was challenging, I was still able to turn a profit for both rounds, althought I am not meeting my full potential to maximize sales. I increased the contribution margin over 36%. The stock price have increased for both rounds. The accumulated depreciation is over 20%, which is too high. My main focus is to set my products up so that I don't have to reposition for the following round and figure out how to increase sales without over or undestimating production. These two areas are my biggest stressors to the company. I have not been able to maximize my points on the scorecard, but I have reached over 70 out of 89. There were some areas such as product count I couldn't account for in either rounds without adding at least 4 products. Overall, the company can be sustainable once I figure out how to increase sales. If anyone can share some input about forecasting, capacity, and automation, I would greatly appreciate it. I am in the process of reading the capacity article from the module resources. I hope this can shed some light on things.Thank you and I hope you are all making progress.Rhonda

There should be powerpoint slides including table sheets and word descriptions, please be specific and creative because some requirements of this assignment are not specifically pointed out and our professor wants us to be creative and come up with our own ideas.