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So far Daniel Chinn is really enjoying interacting with the “new idea people” as he refers to his new management hires. However, he worries that their newness will not be an asset to VMI employees who have been there for many years. The recent scare with the production workers has impacted Chinn. He realizes that the workers are questioning whether they want to stay at VMI. They were promised that the company would retain its “southern identity” and somehow that promise is not being met, but why? This southern identity seemed to create loyalty among the employees and committed them to stay with the company. How can the new ideas work together to re-engage employees? To this end, Chinn wants his new idea people to examine in detail the company profile and history to analyze the values, ideas, and environment that seemed to generate loyalty for VMI employees before the takeover. He then wants the new idea people to come together with a plan that will use these facts to transition the new ideas into the old “identity”. This plan should address the items below.
weekly material to use
1. By SATURDAY, complete the following:
Create a written video plan or outline that responds to the week’s discussion questions/topics below. 
Identify and analyze what was meant by a “southern identity” and how it created engaged employees prior to the takeover.
Identify and explain the two major methods managers use to create engagement in employees and within an organization.
Evaluate whether a new “southern identity” should be created as opposed to a new “VMI” identity. Be sure to consider the cultural diversity that is now part of the company.
Create a group consensus as to which culture path should be taken.
Apply and explain how a manager can use the two methods of engagement defined earlier at VMI to create the “new culture” chosen by the group. The application should detail the actual steps to be taken to implement the methods.
You must use course material to support your responses and APA in-text citations with a reference list.


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