Leadership in Organizations Case: ACME

Leadership in Organizations

Case: ACME Manufacturing Company Chapter 2

What specific things did Steve do wrong, and what should have been done in each instance?

The biggest mistake that Steve made was a lack of planning. This became a major problem for him throughout the day. As, he was constantly reminded about: meetings and other events that he needs to be aware of. This is troubling, because it means that Steve will go into various strategy sessions unprepared. (Yukl, 2005, pp. 22 -- 49) (Butler, 2000, pp. 64 -- 75)

At the same time, this is hurting his ability to provide effective leadership. Where, he is unaware of the progress that his employees are making on a host of projects. Then, once some kind of issue arises surrounding the overall scope of the work being provided, is when Steve will want to know what the status is. This is clearly a sign, that a lack of effective planning has resulted in Steve, being unprepared for the challenges that he will have from his position. Once this occurs, it means that he will go from one task to the next, while not being able to effectively accomplish any of his objectives. Over the course of time, this can become a major issue for Steve, as his declining productivity will face increased amounts of scrutiny. (Yukl, 2005, pp. 22 -- 49) (Butler, 2000, pp. 64 -- 75)

At the same time, the lack of follow up is causing Steve to look like he is incompetent. This is troubling, because the actions that Steve is taking when: he is interacting with customers and colleagues will reflect poorly on his leadership abilities. With him appearing as: disorganized and lazy, which will have an impact upon the motivation of team members. This is because the actions that Steve is taking are: a reflection of the environment inside the organization itself. Once this occurs, it means that productivity will decline. Therefore, some kind of drastic action is required to prevent these common perceptions from affecting Steve's team. (Yukl, 2005, pp. 22 -- 49) (Butler, 2000, pp. 64 -- 75)

What should Steve do to become more effective as a manager?

The first thing that Steve needs to do is practice effective time management and organization. This will help to keep him on top of the various tasks that he needs to accomplish. Next, he must prioritize what tasks need to be completed right away. This would allow Steve, to be able to delegate these jobs to other members of his team. Once this occurs, this will help him to have more time and to stay on top of his different responsibilities. (Yukl, 2005, pp. 22 -- 49) (Butler, 2000, pp. 64 -- 75)

At which point, he can be able to follow up with the members of his team about: the status of different projects and when they will be completed. Steve could then communicate what is happening with the customer, helping to improve collaboration and coordination. This will help to enhance productivity and the quality of products that are being delivered to customers. (Yukl, 2005, pp. 22 -- 49) (Butler, 2000, pp. 64 -- 75)

Conclusion

The biggest issues that Steve is dealing with are: a lack of effective planning and follow through. This is problematic, because it causing Steve to squander more of his time, which is leaving him unprepared for meetings and he is wasting company resources. To effectively deal with these challenges, Steve needs to begin some kind of effective scheduling for the different projects. This will free up his time, so that he can study other proposals and ideas. While simultaneously, helping him to effectively delegate certain tasks to his own team members. This will increase productivity and the quality of the product that is being provided to customers.

Case: Echo Electronics Chapter 4

What actions could Paul have taken to prevent the problem?

The most important, action that Paul could have taken to effectively prevent the problem was to create various alliances with key staff members and managers. The reason why is because, you are changing the operating procedures that are being utilized. Whenever you are introducing any kind of transformations to a work environment, you will have to deal with resistance to these changes. As the employees are hesitant about what they will mean and how they could impact their lives in the future (which is: bringing increased amounts of uncertainty). Once this occurs, many staff members will oppose such changes. Due to the fact that they are: fearing the unknown. This is when any kind of changes will be reluctantly embraced. At which point, productivity will decline and the staff will have a host of different reasons as to why they do not like the new procedures. (Nelson, 2007, pp. 301 -- 329)

If Paul had formed various alliances with staff members and select managers, he would have been able to address these issues. This is because he is seeking out, their input and ideas about how the new technology can be implemented during the manufacturing process. Over the course of time, this approach will eliminate any kind of resistance to these changes (due to the fact that everyone can see the benefits). This will give them a reason for wanting to learn about: the new machines and how they can become a part of the production strategy. Once this happened, it would have meant that there was no disruption in the manufacturing process. (Nelson, 2007, pp. 301 -- 329)

What steps should Paul take now to deal with the problem?

To deal with the problem, Paul needs to seek out specific factors as to why employees are having challenges. The best way that this can be accomplished is through the use of anonymous surveys. This is when you will have employees specifically state what problems they see with the current strategy. They will then, be asked for ideas about how to deal with these issues. This is important, because it will tell Paul what specific factors are contributing to the situation. (Nelson, 2007, pp. 301 -- 329)

Once Paul has this information, he can begin addressing these issues one by one. This can be accomplished through the production managers, having various meeting with employees to: highlight why these changes are important. He would then, seek out those individuals who are supporting these changes and begin to ask for their advice about how they are being seen. If this kind of strategy can be utilized, it will help Paul to address the employees' issues. While at the same time, it is allowing him to increase productivity dramatically. This will help Echo Electronics to lower their costs and increase their profit margins. (Nelson, 2007, pp. 301 -- 329)

Conclusion

Clearly, the reason why the staff is resistant to the changes that have been introduced is because, they do not see how they will improve the manufacturing process. This is troubling, as it means that productivity will begin to decline dramatically. To deal with these challenges Paul needs to understand why employees are refusing to accept these improvements. The most effective way for recognizing these opinions, is to conduct an anonymous survey. This will tell executives, what are the major issues of resistance and it can provide strategies for dealing with these challenges. At which point, managers could then form alliances with key employees who are supporting these changes. This will ensure that any kind of strategy that is being utilized is able to address issues of resistance. Once this occurs, it means that Echo Electronics will begin to see an increase in productivity. This is because they are dealing with those problems that are contributing to employee resistance.

Case: Astro Airlines Chapter 9

Describe Burton's Leadership behavior.

The kind of leadership style that Burton is using is: the high directive supportive approach. This is when you are communicating the organization's goals, while being able to address the needs of employees. The way that this is accomplished, is by having the leadership work directly with employees by: providing encouragement and seeking out their opinions about how to improve the process. (Northouse, 2010, pp. 89 -- 93)

In the case of Astro Airlines, this has been used as a part of the company's philosophy since day one. As, they are seeking to: improve coordination and communications through streamlining the management structure. This forces managers as well as employees to work together on: addressing the changes from consumer demand and within the industry. (Northouse, 2010, pp. 89 -- 93)

At the same time, Burton encourages employees to go the extra mile for the company by asking them to share any ideas about improving the services they are providing. To enhance the levels of motivation, the airline will offer staff members extra benefits that are beyond what the industry is providing. Yet, the salaries that they are paying, is lower than industry average for the sector. The reason why, is because Astro Airlines is able to offer benefits that could be costly for employees in the long-term (i.e. child care and health insurance). As, they can negotiate lower group rates for: the company and offer them as part of the total compensation package that everyone is receiving. (Northouse, 2010, pp. 89 -- 93)

Was Burton a charismatic leader in the company at this time? Explain your answer.

Yes, Burton was a charismatic leader. The reason why, is because he would utilize strategies that went above and beyond what traditional leaders were using to motivate employees. This is important, because his ability to use this technique helped him to be able to receive greater concessions out of employees in comparison with other carriers. At the same time, he was given greater amounts of flexibility in making adjustments to: the kinds tasks employees were able to do and their schedules. This gave Burton the ability to adapt to changes that were taking place inside the industry. As, this allowed him to create a new product that thrived in the era of: deregulation, strikes and rising fuel costs.

Conclusion

What made Astro Airlines so successful was: the leadership of Burton and the management style that he embraced. As, he was: giving employees greater benefits and was motivating them to go the extra mile for customers. This approach allowed the company to be able to maintain a lower cost structure. Over the course of time, this helped Burton to be able to identify changes that are occurring and quickly adjust to them. This made the company more competitive in comparison with the major carriers. During a time when there were: strikes, the cost of fuel was skyrocketing and consumer demand was shifting. This allowed the Astro Airlines to adapt to these changes. The results of the philosophy, was that company was able seize a significant amount of market share from competitors. One of the biggest reasons, why this strategy was so successful is because of: the vision and management style that Burton was using. This helped the airline to adapt to these shifts and create a new business model that worked effectively in the era of deregulation.

Case: Southwest Engineering Services Chapter 11

Describe the leadership behaviors Ron used and their influence on the attitudes and behavior of the team members.

There are two types of leadership styles that Ron is using to influence team members to include: autocratic and delegative behaviors. Autocratic leadership is when the manager will be able to have total control over the activities of employees. In general, there are strict guidelines that are established for everyone to follow. If someone breaks these rules, there are generally severe consequences for these actions. The way that Ron is using this leadership style is based on: him having the final authority for all decisions and the ability to enforce strict guidelines for the project. This is important, because this aspect of his leadership style helped to enforce discipline. As a result, the standards for: quality and the completion of the project were accomplished early (because of the guidelines that were in place). (Harris, 2002, pg. 428) (Yukl, 2005, pp. 318 -- 347)