shenelle marshall individual case analysis Paper

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Individual Case Analysis
Course Code: MGMT 2008
Course Title: Organisational Behaviour
Case Study: Consolidated Life
Lecturer: Nicole Knight
ID Number: 400001168
Name: Shenelle Marshall
Date: Tuesday, November 12th, 2019
TOC o “1-3” h z u Objective PAGEREF _Toc24405543 h 3Background PAGEREF _Toc24405544 h 3Problem Statement PAGEREF _Toc24405545 h 5Core Problem PAGEREF _Toc24405546 h 5Analysis, Major Issues And Discussion PAGEREF _Toc24405547 h 6Confrontation of Management Styles & Organisational Cultures PAGEREF _Toc24405548 h 6Authority and Politics PAGEREF _Toc24405549 h 6Contrasting Leadership Styles PAGEREF _Toc24405550 h 7Disputing Values PAGEREF _Toc24405551 h 7Lack of Encouragement PAGEREF _Toc24405552 h 7Alternatives PAGEREF _Toc24405553 h 8Modifying the Leadership/ Management style PAGEREF _Toc24405554 h 8Modifying the Attitudes of the Employees PAGEREF _Toc24405555 h 9Modifying the Organizational Culture PAGEREF _Toc24405556 h 9Recommendations PAGEREF _Toc24405557 h 91.Pre-training Statistical analysis PAGEREF _Toc24405558 h 102.Leadership Training Seminars PAGEREF _Toc24405559 h 103.Post training Statistical Analysis PAGEREF _Toc24405560 h 10Conclusion PAGEREF _Toc24405561 h 11Bibliography PAGEREF _Toc24405562 h 12
ObjectiveTo examine the Consolidated Life case study, making indication of problems faced and offering alternatives and recommendations to resolve those problems.
Mike Wilson graduated with a degree in Business Administration and a few days after he was employed by Consolidated Life with a position as a management trainee. However, six weeks after he was granted a promotion in charge of an eight-person unit because the organization was exiting from the old way of doing business therefore, a flexible supervisory style was necessary to pull off the reorganization without immense turnover. In addition, Mike was noticed by upper management and earned a reputation as a superstar because of his successful unit also he was offered a better job position from a different consolidated life division to manage an office in the marketing area. Mike accepted the job offer and in his exit interview he was told that if he ever wanted to return to his previous job, there will be a position available for him.
Mike’s new job was satisfying nonetheless there was no long term potential as he was promised and eventually word got back to Mike’s former Boss, Rick Belkner at Consolidated Life. Rick re-offered Mike a position with the same pay he was currently receiving and control over a fourteen-person unit in his past division. He returned to Consolidated Life and became aware of the several changes since his absence, some of which were, a stricter task-oriented environment was practiced, a new divisional senior vice president, Jack Greenly, and Kathy Miller, one of Mike’s former peers was promoted to manager.
Mike came up with a strategy to change Jack’s management style in order to improve the situation, he requested permission from Rick who now reports to Jack to form a supervisors forum for all the managers on Mike’s level in the department. Mike was given permission for an initial meeting; 10 of mike’s peers took the opportunity to engage in the discussion as there was a euphoric attitude in the group while the members pointed out their issues. Also, the group felt that the memo Mike sent to Rick precisely and diplomatically expressed the disappointment with the present situation, by doing that Mike thought that the forum would show Greely that he was serious about his occupation.
An emergency management meeting was held to address the union and during the meeting Jack suggested that the supervisors forum be banded and the authors of the memo should be dealt with. Also, Jack was embarrassed because Mike’s unit had a mistake on a case, Jack made it clear that the next supervisor to screw up has to leave the organization. Mike now became a target to Jack; in addition Mike decided to take full course of his actions by keeping the forum alive but moderating its tone. Going forward with that, the results were impressive after 8 months and his staff became the most highly trained in the department.
Moreover, Mike was called into the office of his supervisor, Kathy and was informed that the decision has been made to deny his promotion because of his lack of attention to detail. He was shocked and requested to meet with Rick Belkner and Jack Greely the next day. In the meeting Jack and Rick agreed to the decision Kathy made about the promotion as they both stated that Mike was one of the best if not the best they had still Jack didn’t like Mike’s management style and Rick agreed with Jack. Mike left the office knowing that his career at Consolidated Life was over and instantly started looking for a new job.
Problem StatementIn the Consolidated Life Case Study, a number of problems contrived the day-to-day functioning of the establishment. These problems were:
Confrontation of management styles & organisational cultures
Authority and Politics
Contrasting Leadership Styles
Disputing valuesLack of Encouragement
Core ProblemLeaders are placed to plan, manage and organise a company CITATION Dav81 l 1033 (Davis & Luthans, 1981). We define leadership as the ability to influence a group toward the achievement of a vision or set of goals CITATION Tim11 l 1033 ( Robbin & Judge, 2011). Employees at consolidated life were adapted to a laissez-faire style of leadership but Jack’s authoritative leadership style, however, took the absolute opposite perspective of what the workforce at Consolidated life were adapted to. For example, things had to be done Jack’s way and negotiation was not an alternative. His leadership style did not go easily with the organizational culture at Consolidated Life.
As a consequence, there was a disagreement between the culture Jack seeks to bring to the firm and the culture that already occurred at the organization. The employees were contented with Mike’s laissez-faire leadership contrary to Jack’s leadership style which was stern and centred mostly on fulfilling tasks.
Analysis, Major Issues And DiscussionConfrontation of Management Styles & Organisational CulturesAccording to Robbins & Judge, organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations. Management participates in a significant role in reinforcing the bond amongst the workforce and making them work together as a one unit. Every leader has a unique style of handling the employees (Juniors/Team). The various ways of dealing with the subordinates at the workplace is called as management styleCITATION Man19 l 1033 ( Juneja, 2015). In this case study, an autocratic management style and laissez-faire management styles were put to use however there was a major clash among the managers, Jack Greely and Mike Wilson that interrupted the organisational culture. In the autocratic leadership all of the decisions are completely taken by the leader himself. No input is taken by the team or group CITATION Lus09 l 1033 (Lussier & Achua, 2009). Jack be in the opinion that respecting to the business’s culture and management style is the prime value in the enterprise. Diversely, laissez-faire style, a leader who lets the group make decisions and complete the work in whatever way it sees fit CITATION Ste l 1033 (Robbins & Coulter, 2011). Mike presumes that the primary value resides in accomplishing superb outcomes whatever are the techniques or the management style followed to satisfy these outcomes.
Authority and PoliticsOrganisational politics involves actions by indiviiduals or groups to acquire, develop, and use power and other resources in order to obtain preferred outcomes when there is uncertainty or disagreement about choices CITATION Jai l 1033 (Jain, 2005). In companies, there are several sources of power and in this case study, Mike had a referent power on his peers and subordinates due to his relationship among them, he also tried to utilise his political power on the other managers to form an association. As well, Jack used his legitimate and coercive power being the senior vice president of the department and made things awkward to others.
Contrasting Leadership StylesA leadership style is the manner and approach of providing direction, implementing plans, and motivating people. As seen by the employees, it includes the total pattern of explicit and implicit actions performed by their leader CITATION New93 l 1033 (Newstrom & Dewis, 1993). Jack Greely was a task-oriented manager. Task oriented managers place emphasis mainly on the execution of tasks with a view to achieving the organisation’s objectives CITATION MrD05 l 1033 (Rossouw & Louw, 2005). However, Mike Wilson was people-oriented. People oriented managers place a great deal of emphasis on their relationship with their subordinates, as well as on mutual trust and respect CITATION MrD05 l 1033 (Rossouw & Louw, 2005).
Disputing ValuesValues can be said to be desirable, trans-situational goals, varying in importance, that serve as guiding principles in people’s lives CITATION Sch92 l 1033 (Schwartz, 1992). Personal values exist within an individual, while organisational values are shared by people throughout an organisationCITATION Jud12 l 1033 (Robbin & Judge, 2012). Mike’s beliefs is accomplishing great outcomes whatever the management style. In contrast, Jack believes that implementing the organisational culture and management style is the prime value in the company.
Lack of EncouragementAccording to Robbins & Judge, Herzberg’s two factor theory speaks on job satisfaction and job dissatisfaction. When employees are satisfied with their job, it is said that there is high employee engagement where individuals are heavily involved and enthusiastic about the work they do. However, when employees are dissatisfied they become disengaged from their jobs and “check out”. In this situation, Kathy Miller refused Mike Wilson’s promotion for the reason of having a different management style. By doing that, she presumed that it would revamp the way Mike work however, the decision made upon mike was unreasonable because Mike’s lassiez-faire leadership style caused him to present outstanding results within the firm. Moreover, this occurrence caused Mike to leave Consolidated Life permanently.
AlternativesModifying the Leadership/ Management style
Productivity declined at Consolidated Life for the foremost purpose, Jack Greely’s leadership style was inconsonant with the employees in the enterprise. Therefore, using Mike Wilson’s leadership style would assist in the company’s increase in productivity because the employees at Consolidated Life were adapted to Mike’s leadership style. Productivity is a performance measure that includes effectiveness and efficiency CITATION Rob13 l 1033 (Robbins & Judge, 2013)Nevertheless, merging the two leadership styles and modifying it to a democratic leadership style was the greatest decision for the advantage that motivation and communication will improve. Involves a team guided by a leader where all individuals are involved in the decision-making process to determine what needs to be done and how it should be done.CITATION Bus19 l 1033 (Business Dictionary, 2019).
Modifying the Attitudes of the EmployeesAnother alternative that Consolidated Life can examine is to subsequently change the attitudes of Mike and his subordinates and guide their minds towards the favor of Jack Greely’s autocratic leadership style. Thus, this would halt the clash and squabble caused in the institution between Jack and Mike. Furthermore, this can benefit the company given that the employees would recognize and understand different leadership styles and know how to work in them.
Modifying the Organizational Culture
The organizational culture at Consolidated Life was indeterminate and there was no set values, norms and patterns. Hence, remodeling the corporation’s culture would improve the business by setting the guidelines for any new leader in the future. Enhancing the guidelines will plant set values and norms that should be existing in the organization as well as improve productivity.
After attentively scrutinizing the case study, it was determined that the most possibly alternative change was Jack’s leadership style from an autocratic leadership style to democratic leadership style and the following recommendations and action plan has been set up to accomplish this objective.
The action plan is a 3-step plan which comprises:
Pre-Training Analysis
Training Seminars
Post-Training Analysis
Pre-training Statistical analysis
Step one comprises of the statistical analysis done by a third party enterprise to differentiate the statistics of the company before Jack arrived and after he arrived. In addition, the statistical analysis should comprise of tests also determine the overall efficiency of the company, the employees’ level of job satisfaction as well as the total profits obtained by the organization during the period. In relation to the case study, the company appeared to have been performed much better through the laissez-faire leadership style. Yet, through the statistical analysis the outcomes will display superior results before Jack arrived hoping that he will recognize that his leadership style is the main issue. The statistical analysis will measure both qualitative data as well as quantitative data.
Leadership Training Seminars After Jack is satisfied and understand his leadership style should change, then changing his leadership style is next. Jack has to complete training seminars at an institution which will aim to guide Jack on the topics: leadership, communication and motivation with the objective that Jack will be willing to change his present leadership style. It is expected that Jack will be able to revamp his leadership style to a democratic leadership style as it will useful to the organization.
Post training Statistical AnalysisIn the final step, a further statistical analysis of the operation will be disposed to measure the performance after the change. The aim is to contrast the business environment across all three steps of the process. Furthermore, if the organization has exceeded or adjacent to the original statistics before Jack arrived it follows that the recommendation are successful. Additionally, if there is not a detectable change noticed then the recommendation can be considered a failure.
Conclusion All things considered, the Consolidated Life case study presented that the confrontation of leadership styles was the core problem. Therefore, various satellite problems transpired, and to rectify these it was required to generate alternatives while examining the advantages and disadvantages individually. After carefully analyzing these alternatives, it was determined that the most likely result was to revamp the organizational culture together with the management/leadership styles. Additionally, a switch in Jack Greely’s leadership style should fulfill the employees enabling the firm operate at effortlessly.
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