Case Instructions: Below is the information for Case Study #1. Please read the c

Case Instructions:
Below is the information for Case Study #1. Please read the case and discuss/answer the five (5) questions presented below.
Students are required to prepare a written submission which summarizes/analyzes the case and answers the listed questions at the end of the case. In addition, students are expected to provide background information and discussion on the relevant issues in the case. Your answers should be supported with discussions of policies, practices, and information presented in the text/lectures, and readings.
You may use your textbook, class notes, and any other outside sources in preparing your case responses. Please make sure to cite all sources. You should not simply copy and paste information from other sources such as the Internet, etc. Your submission should be in your own words. All Case submissions are submitted to SafeAssign to check for unreferenced sources of materials and copying. Grades will reflect the response levels from the Safe Assign assessment. The use of AI to generate any portion of your submitted Case Study is prohibited.
I expect very complete, thorough, and well-constructed answers to each of the questions. Your Case Study submission should be at minimum 3 pages, 1.5 spacing, 11pt. Times New Roman font. Please upload your Case submission no later than Sunday, October 29 at 11:59p.m.
Case Study #1:
Bob is a forensic accountant at the law firm of Harris, Smith, and Jones. He has worked there for 10 years and is called in on cases when his unique skills are needed by the different attorneys and partners. He reports to Susan, who has been his boss for 8 years. Susan is responsible for all the specialized personnel used on cases, not just the forensic accountants. She has been a decent boss-fair, with clear standards for performance and what it takes to get promotions, raises, and bonuses. However, Susan suffered a medical scare last month and is going to be taking early retirement in order to take care of her health. As a result, the specialists under Susan are now being divided among the different department heads they serve until a replacement can be hired in a few months (as Susan is on medical leave, she can’t be replaced in her position for legal reasons at this time).
Bob now reports to George, the head of the divorce department, and finds him a difficult boss to work for on most days. He always seems to start his day in a bad mood, denying any subordinates’ requests or finding that the requests (as well as requestor) are inconsiderate if he is approached before 11 a.m. Whereas Susan had a clear process for assigning cases to the accountants, George seems to let his moods guide his choices. For instance, when Kate, another forensic accountant, was late getting George a report because she had to get an emergency dental crown repair, George was angry with her. He seemingly retaliated by assigning three last-minute cases to her in 1 week and left Bob with nothing to do. He also required Kate to complete her analysis of all the cases by Monday, thus requiring her to work the weekend. However, when Bob and Kate’s work helped a client get a large divorce settlement, and thus the firm a large cut of the settlement, he was pleased and gave both of them Friday off on a whim so they could enjoy a long weekend. In addition, Bob has found him yelling on the phone in his office on more than one occasion when he has gone to get files or clarification on cases from him. To make matters worse, George often belittles his assistant and other employees outside of his office, which disturbs those in nearby offices and cubicles.
George’s emotionally charged behaviors are very disruptive to Bob and Kate’s work. It is hard for them to concentrate when he is yelling, and they do not feel comfortable working in their cubicles because they never know when he is going to have an outburst that makes it impossible to have a phone conversation or to have clients, clients’ financial managers, or other attorneys over for meetings. They also cannot get information they need from him when he is in a bad mood, as they don’t dare go near him.
Bob would like to request a transfer to the partner that handles corporate trials and investigations. He has talked to some of the attorneys in that department, and it seems a much nicer working environment. However, until he can get transferred over, he and Kate are employing a number of strategies to deal with their boss and his volatile moods. These include the following:
Avoidance. The two accountants work out of the
office when possible by meeting with clients and
their financial managers at their homes or offices.
When they have to work in the office, they try
to work in the archives, libraries, or conference
rooms away from George.

Gray rocking. By not emoting, even when
George’s emotions are affecting their own
feelings, Bob and Kate are not fueling his fire.
Often, they have seen him react even more
harshly if someone cried or yelled back and so do
their best to not only say nothing but also avoid
facial expressions that could communicate how
they are feeling.

Gifting and complimenting. In the last few
weeks, the two accountants have brought what
they consider peace offerings whenever they go
see George—from coffees to bagels or bars of
chocolate. Whenever he gets these little things,
George’s mood improves, and he is a bit easier
to get information from or permission to use
company resources.

Overdelivering. After getting that Friday off for
doing good work and knowing what can happen
if they don’t deliver on time, the accountants
work hard to ensure they do excellent work and
beat deadlines.
…