The Key Problem of the Case Study I agree with the opinion that the main problem is the change in organizational culture. Sub-issues   * Abuse of power: Peter feels like he can fire anyone, regardless of whether they are valuable or not.   * Negligence in decision-making: when it becomes evident that new sweets not only cost too much but even are not in demand, instead of abandoning production of those candies, Peter decides to save on packaging.   * The lack of people-orientedness: no parties, presents, encouragements, and rewards.   * The exploitation of workers: seeing the energy and enthusiasm around him, Peter decides to demand even more from his employees.   * Cutting employees out of the decisions: the majority of employees do not participate in decision-making and are not aware of those decisions at all.   * Unfair dismissals: to solve financial problems, Peter decides to fire 40% of the employees, although those problems are the consequences of his own decisions and acts. Relevant Theories Mintzberg’s 10 Managerial Roles applied to Peter Meyers Interpersonal Roles: Figurehead (-), Leader (-), Liaison (-). Informational Roles: Monitor (+), Disseminator (-), Spokesperson (+). Decisional Roles: Entrepreneur (+), Disturbance Handler (-), Resource Allocator (+), Negotiator (-). After applying Mintzberg’s ten managerial roles to Peter Meyers, it can be concluded that he performs none of the interpersonal roles. As for informational roles, although he can find useful work-related information, he is unable to communicate this information to other people within the organization. Similarly, he can identify new work-related ideas and decide who gets which resources but is unable to resolve the conflicts between the workers and defend business interests. Tannenbaum and Schmidt’s Leadership Continuum Tannenbaum and Schmidt’s Leadership Continuum shows that Peter Meyers as a manager or a leader is much closer to the autocratic style. He takes all final decisions by himself and does not consult with the employees to make those. Moreover, the majority of workers are not aware of the decisions that Peter Meyers makes at all. Blake’s and McCance’s Leadership Grid When Peter succeeded his father, he never held Christmas parties, never gave gifts to his employees, and did not think about any rewards. Instead, seeing the enthusiasm that Jerry Meyers always tried to keep in his workers, Peter decided that he could demand more from the workers. That resulted in the exploitation of staff. When Peter faced financial problems, to solve them, he decided to fire 40% of the employees, although that was unfair since financial problems were mainly the consequences of his own decisions and acts. With this in mind, it can be concluded that the CEO does not care about the employees and people relations within the firm at all, so he gets the lowest point for Concern for People on the grid. However, Peter was concerned about results since he introduced new ideas for business, tried to diversify the range of products, and strove to solve the problems when those arose. So, he gets the highest point here, and that leaves us with an authority-compliance management style. Hersey & Blanchard’s Situational Model of Leadership Jerry Meyers gave the company to his son when the employees had al