10/3/2017 LDSH 485 - Case Study Presentation by Hannah Madelaine Jocson on Prezi

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LDSH 485 - Case Study Presentation

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10/3/2017 LDSH 485 - Case Study Presentation by Hannah Madelaine Jocson on Prezi

by Hannah Madelaine Jocson on 1 December 2014 898

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Transcript of LDSH 485 - Case Study Presentation

Hersey-Blanchard Model
The leadership style and the effectiveness of a leader will depend not only on the situation but also on the readiness level of followers (Draft, 2013).
Follower readiness is the ability and the con dence to perform task of employee.
Directing, coaching, supporting, and entrusting are four styles of leadership in the Hersey and Blanchard model.
ALVIS CORPRATION
Firm Manufactures Of ce Equipment
Leader is interested in Participative Management
Two Decisions are involved: Vacation Schedules and Production Standards
by: Denisa, Hannah, Uyen
LDSH 485 - Case Study Presentation
Ben vs. Phil behavior and traits
Decision maker(s) and position(s)
Kevin McCarthy, Production Manager
Decided to educate himself on Participative management
Came across an article and decided to try it with his team
Issues within the organization
New equipment has been installed

Increases in sales have arisen

Production issues have been noticed

New production standards have been suggested

Negative pay change for employees

Employees are deadlocked when it comes to deciding whether vacation should be assigned based on seniority or availability

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Leader has been acting like a manager
G E T S TA R T E D

New leadership style hasnt been fully studied by Kevin

Employees are confused and were just given two topics tobrainstorm about

Leader didnt participate in the brainstorming

The new leadership style may not be appropriate (Path Goal Theory)
Reasons as to why the issues may have arisen
Vroom-Jago Contingency Model
Focuses on the varying degree of participative leadership and how each level of participation in uences quality and accountability of decisions. (DAFT,
2014)
Employees need to know about their wages
Employees are confused as to why they are being asked about decision
Kevin must show employees that their decision is important
How urgent is the situation?
CONSOLIDATED PRODUCTS
Medium-Sized Manufacturer of Consumer Products
Non-Unionized Production workers
Current leader has been replaced by a new one that is more focused on goal accomplishment
Employees are not feeling valued and are leaving to go work somewhere else
New leader acts like a manager
What are the major issue(s) and their signi cance on the organization?
Second worst record in costs and productivity
Costs are too high
Training sessions
Parties and gatherings
Fitness centre
Theories of Motivation explaining Charlottes demands
COMMISSIONS FOR CHARLOTTE
Organization is called King Conductors
Human resources leader overhears a conversation amongst employees
Charlotte has been with the organization for a year and employees feel that there is unfairness
Employees are jealous of the attention that Charlotte is getting
Charlotte is making high commission on sales and is now asking for more.

Which leader is more ef cient?

HUNTER - WORTH
Multinational New-York based toy manufacturer
Leader came up with a new toy idea
He is eager to sell it during the holidays
Order is placed with a Mexican based subsidiary
Order is late
Argument has arisen between the two main leaders
How should the decision maker solve the issues?
Leader must rst decide if he is people or task oriented
Must assess the level or readiness of its subordinates
He must reassure subordinates and explain why and how their involvement in the decision making is crucial.
Reasons as to why the issues may have arisen
Ben Samuels uses Country Club Management
Supervisors are given too much freedom
Phil Jones replaces Ben Samuels and made drastic changes
How ready are the followers?
Must match the level of readiness of followers to the appropriate leadership style.
Directing style
Coaching style
Entrusting style
Supporting style
TO - DO LIST
Cases:
Alvis Corporation
Consolidated Products
Commissions for Charlotte
Hunter-Worth

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What we have learned and our work plans
We will play a little G E T S TA R T E D

Video
Any question?

Kevins leadership style before and during experiment

Kevin had a directing style before experiment
He suddenly changed it to participative leadership
Kevin gave subordinates important subjects to discuss
He was not present during brainstorming
Subordinates cant agree on topic
What would we do?
We would use the Vroom-Jago Contingency Model
We would use the Decide leaders engagement level for the vacation weeks attribution
We would use the Facilitate Style for production standards
How urgent is the situation
Production costs were signi cantly reduced
Employee turnover increased
Union talks
What does the decision maker solve the issues?
Traits are the inherited personal characteristics that are distinguish a person from others (Daft, 2013)
Ben and Phil do not demonstrate similar leadership characteristics such as:
optimism
self- con dence
drive
honesty and integrity
the ability to see the positive in things and expect for a good return
the characteristic of having positive belief about your own judgement, ideas and capabilities
motivation for achieving goals
What would we do if we were Phils boss?
Discuss with him about how he could improve his relationship with employee
Explain to Phil about leader-member exchange which is a model focuses on how the leader-member relationship affects the outcomes.
Advice him to treat employee with respect and trust,
Advice him to empower his supervisors more and give them the authority to manage their plant.
Decision maker(s) and position(s)
Chuck More
, National Sales |Manager at Hunter-Worth

Vincente Ruiz
, Plant M|anager of the Mexican Subsidiary
Reasons as to why the issues may have arisen
The Mexican plant cant meet the deadline
The subsidiary is running low on supplies
Improper channel of communication may have been used by Chuck
Decision maker(s) and Position(s)
Decision maker(s) and position(s)
Captured Charlotte by giving her unusual perks and wages
Doris Ann Riley
HR head of King Conductors
Issues within the organization
Talks about Queen Charlotte
To give Charlotte the commission raise or not
Other employees are affected by Charlottes rewards
Unfairness to other employees
Reasons as to why the issues may have arisen
A new person has been given rewards more than anyone else
Other employees are seeing it as an unfair treatment
Charlotte is asking for a substantial commission raise

Charlotte can easily resign and go to the direct competitor

What would be the other employees reaction?

How urgent is the situation?

How should the decision maker solve the issues?
Talk to the executive team

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Find the balance between giving in or standing rm on Charlottes raise request G E T S TA R T E D

Equity theory
proposes that the people are motivated to seek social equity in the rewards they expect for performance (Daft, 2007)
Social equity
is evaluated by the ratio of inputs such as education, effort, ability, and experience to outcomes such as pay, promotion, perks, and the like
Expectancy theory
motivation depends on individuals mental expectations about their ability to perform tasks and received desired rewards (Daft, 2007)
Options to handle Charlottes demands
First,
setting a goa
l for Charlotte before giving her an increase.
Increasing her sales by 50% could be one of the set goals.

Second, having a
talk
with Charlotte telling her about:
giving monetary increase
giving up some of her perks like having a personal driver.
adding more responsibilities to Charlotte's duties such as training the other employees

Lastly,
letting Charlotte go
because they do not able to keep up with her commission demand increase.

How can Doris deal with employee morale?

Build a corporate culture, so every employee would feel like a part of the organization.
Provide their employees with opportunities for satisfying their higher needs through intrinsic rewards
Herzberg Two-Factor Theory
Hygiene factors
include working condition, company policies, supervisors, interpersonal relationships, pay and security in uence level of dissatisfaction.
Motivators
include achievement, recognition, responsibility, the work itself and personal growth provide more satis ed in the work.
Empower their employee so that they can meet higher needs
Empowerment helps to expand employees capabilities and enable them to devote more attention to the common vision of the company (Daft,2013).
Issues within the organization
Communication between the two leaders seems to very inef cient

Important topics are addressed through email instead of telephone

The delivery is late

Vincentes secretary answers important emails on his behalf

The leaders had an argument over the phone because their bosses had to be involved

Chuck doesnt know when the order will be in as Vincente hung up the phone
How Urgent is the situation?
Very urgent
Christmas is approaching and no delivery yet
Chuck has no idea when the order will be in
How should the decision maker solve the issues?
Chuck must apologize for his behavior
The leaders must communicate more ef ciently through appropriate channels
The leaders must keep each other informed on the progress of shipment
Chuck must nd out the exact status of order as he may need a backup plan
Country Club Management
Supervisors are given too much freedom
Phil Jones replaces Ben Samuels and made drastic changed
Decision maker(s) and Position(s)
Choosing Communication Channels
Cultures, routine or non-routine message and relationship between communicators in uence on choosing right channel for communication.
Cultures in uence the way a person interact with others and interpret information
Routine messages can be conveyed through any channels, but non routine-message can only be effective when selecting a rich channel.
New network relationship would create more potential of miscommunication
Becoming a communication champion leader is a challenge to leaders.

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Steps to meet demand
Leader can start a strategic conversion through three main steps: G E T S TA R T E D

(1) Asking questions and actively listening to others to understand their attitudes, values, needs, personal goals, and desires,

(2) setting the agenda for conversation by underscoring the key strategic themes that are linked to organizational success,

(3) selecting the right communication channels and facilitating dialogue

We Became Better Leaders
We have learned that leadership styles are not unique and can be adopted to each situations
A leader must be fair and neutral in his/her decision making
Effective communication is a must when trying to reach goals
In order to be able to lead, a leader must have motivated followers
Motivation can be raised in a multitude of ways.
Our plans
Denisa
will complete the few classes that she has left in the Bachelors Applied degree. She is also planning on moving back home after the graduation.

Hannah
is going to nish her degree and start working in an accounting-related job.

Uyen
is completing her degrees in accounting and management, after that she will build her career through all the knowledge she has learned at schools.
Game time! Fun time!
References
Daft, R. L. (2007). The Leadership Experience (Fourth ed.). South-Western College Pub.

Daft, R. L. (2010). The Leadership Experience (Fifth ed.). Mason, Ohio, USA: South-Western College Pub.

Daft, R. L. (2014). The Leadership Experience (Sixth ed.). Mason, Ohio, USA: South-Western College Pub.

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