Eight recurring decisions, each assigned a style from Vroom and Yetton's model, make up a charter the invented company's founders could sign; WMBA 6000 asks for it in Week 7. Searches like "wmba 6000 week 7 assignment example", "wmba6000 week 7 sample" and "wmba 6000 week 7 example" land here.
What a finished WMBA 6000 Week 7 delegation charter looks like
A one-page charter table sits at the front of three to four pages. The table lists eight decisions the founders currently make: customer discounts above twenty percent, hiring for each team, quarterly roadmap priorities, refunds, vendor contracts, the remote work policy, on-call rotations and customer communication during incidents. For each, the charter records the decision style chosen from Victor Vroom and Phillip Yetton's normative model, ranging from deciding alone, through consulting individuals or the group, to letting the group decide, and the diagnostic questions that produced it: how much quality matters, whether the leader has enough information, and whether acceptance by the team is needed. Three hard assignments get a fuller explanation. A section connects the charter to Greiner's delegation phase. The document ends with its risks and a date for review.
How a WMBA 6000 Week 7 example is structured
The charter table leads because a founder should be able to use it without reading the analysis. Each row shows the decision, the chosen style and the answers to the model's questions, so the reasoning is visible at the point of use. A brief account of the normative model follows, including its central idea that the right amount of participation depends on the situation rather than on a leader's general preference. Analysis concentrates on three contested rows: roadmap priorities, where founder vision and team commitment pull against each other; incident communications, which move from the founders to an on-call lead; and discounts, which stay with the founders for now. The Greiner section places the charter in the company's growth arc and warns of the next crisis it may create. A risk list and the first review date end the charter.
Eight decisions, one table
Discounts, hiring, roadmap, refunds, vendors, remote policy, on-call and incident messages each get a row. Founders can consult the table in the moment without rereading the argument behind it.
Participation set by situation
Vroom and Yetton's model holds that the right level of participation depends on the decision: quality requirements, the leader's information, and whether the team must accept the result. The charter applies those questions row by row.
Roadmap: consult the group
Founders keep final say on priorities but consult the product and engineering leads together first. Commitment from the team matters here, and the founders lack information the leads hold.
Incidents: delegate entirely
After the outage, customer messages during incidents move to the on-call lead with a prepared template. Speed and information sit with the team, and waiting for a founder cost hours last time.
The next crisis, named
Greiner warns that delegation eventually produces a crisis of control. The charter includes a quarterly review to catch drift before autonomy turns into fragmentation.
Where marks go in WMBA 6000 Week 7
Row-by-row justification lifts a charter above a list of preferences. A charter assigning decisions to styles without showing the model's diagnostic questions has made choices a reader cannot evaluate, and instructors grade it as opinion. Credit concentrates on the contested rows, where the author has to weigh quality against acceptance or speed against control. Accurate use of Vroom and Yetton's model matters, including its central idea that no single style fits all decisions. The link to earlier weeks, such as the outage and the growth phase, earns marks because it shows the charter answers the organization's actual history. The risks section and the review date are smaller but reliable. Charters that delegate nearly everything, or nearly nothing, suggest the model was not applied.
Get a WMBA 6000 Week 7 example written to your instructions
Send the Week 7 prompt and rubric, plus a list of the decisions your leader or team currently handles. A charter with a style assigned to every decision is delivered within 24 to 48 hours, first one free. Thresholds shown are illustrative and can be matched to the ones your organization uses.
WMBA 6000 Week 7 questions, answered
What is the Vroom and Yetton normative decision model?
Victor Vroom and Phillip Yetton proposed that leaders should choose how much to involve others in a decision based on features of the situation, such as how important decision quality is, whether the leader has enough information and whether the team's acceptance is needed. The model runs from deciding alone to letting the group decide, with consultative styles between.
Does a delegation charter mean founders give up control?
No. A charter makes explicit which decisions stay with the founders, which they make after consultation and which move to others. Many charters keep strategic and high-risk decisions with leaders while delegating routine or time-sensitive ones. The point is to make the choice deliberate and visible, so decisions stop waiting for approval by default.
How many decisions should the charter cover?
Enough to capture the decisions that cause delay or confusion, usually between six and twelve. Each needs a style and a reason, so a very long list tends to lose the justification that earns credit. Choose the decisions that come up often or matter most, and include at least one where the right style is genuinely debatable.