Manufacturing
Essays

Leadership theories continue to evolve as the complexity, nature and scope of organizations shift from command-and-control structures to more agile frameworks for managing change. The pace of disruptive innovation is accelerating, forcing reliance on the latest theories of leadership to keep organizations competitive in rapidly changing markets. The intent of this analysis is to evaluate the traditional, contemporary and emerging leadership theories and interpersonal forms of power. Unifying these factors by defining the profile of the ideal leader is also completed in this analysis, highlighting the most effective leadership characteristics and patterns in their specific roles. An organization has been selected, Cisco Systems, to evaluate these theories against. In addition, organizational stressors are also discussed in addition to strategies to managing them so an organization can still attain optimal performance. The five conflict management styles are also discussed in addition to potential barriers to communication, with recommendations on how to overcome them. Analysis of Traditional, Contemporary and Emerging Leadership Theories Traditional leadership theories stressed the concept of the "great man" or leader who was given the role based on behavioral traits and their ability to create and sustain teams' progress towards goals. These "great man" theories also relied on external observation of traits; there was little advanced screening of personality traits or the innate perceptions of highly effective leaders (Fitzgerald, Schutte, 2010). Traditional leadership theories progressed rapidly beyond only the observable traits of a leader and seeing them as innate to the belief that leadership could be mastered as a skill (Buffinton, Jablokow, Martin, 2002). This shift in leadership theories marked the transition of this field from traditional to contemporary research. With contemporary theories, leadership is seen as a skill that can be taught (Purvanova, Bono, 2009). The research of Dr. Max Weber on the traits of charismatic leaders and the contingency theories of Dr. Fred Fielder (Maslanka, 2004) are the foundation of contemporary theories of leadership. These foundational concepts set the foundation for the rapidly emerging leadership theories that are in use today. The inclusion of Emotional Intelligence (EI) and charismatic leadership into a common framework was first completed by researchers James McGregor Burns and Bernard Bass, who created the transformational leadership theory (Maslanka, 2004). One of the most powerful aspects of this theory is that it includes both the behavioral and cognitive aspects of leadership behavior, while also showing how adoption of the five factor model created can also increase leadership effectiveness (Judge, Joyce, 2000). Of the many emerging leadership theorists adding knowledge to this field, Dr. Bruce Avolio and Fred Luthans continued to expand on these leadership theories and show the potential for EI-based leadership models to positively impact corporate financial performance (Fitzgerald, Schutte, 2010). Defining the Ideal Leader The ideal leader at Cisco Systems is one that combines communication and collaboration skills with the ability to create and sustain team progress towards challenging goals. The best leaders at Cisco systems also have the ability to create self-efficacy in their subordinates along with accountability both to each other and to results. In this respect, Cisco's top leaders have strong transformational leadership skills combined with EI-based insights into hwo best to modify their own leadership approaches to meet the directional needs of their group (Purvanova, Bono, 2009). Combining the attributes or qualities of individualized consideration, intellectual stimulation, inspirational motivation and idealized influence, Cisco's top leaders have a strong foundation of transformational leadership skills (Judge, Joyce, 2000). What makes these leaders different than many others in the high technology industry is their ability to also combine interpersonal forms of power as well. These include coercive power, reward power, legitimate power, referent power and expert power (French, Raven, 1959). Of these, Cisco's top leaders are most effective when they use expert power and referent power, two elements often found in high technology companies given the nature of their business models. Both of these types of power are highly effective in moving new product ideas along to fruition and financial profitability. For Cisco, the pace of new product introductions must continually improve if they are to stay up with their global competitors. Cisco's leaders are given the responsibility for making new product launches contribute a large percentage of profits in any given financial quarter. This is how Cisco ties transformational leadership skills, expert and referent power to financial results. All of these activites revolve around innovation adn new product development.

The strategic series of systems, processes and programs that enable any company to exceed customer expectations on a consistent basis and be profitable is the performance of their supply chains. The synchronization of supply chains ensures that customers will have a consistent positive experience when purchasing from a company, and this holds true for both Business-to-Business (B2B) and Business-to-Consumer (B2C) companies (Cirtita, Glaser-Segura, 2012) . For those companies that compete in industries that have very rapid product lifecycles and supply chains that must support very rapid shifts in product and service strategy, the challenges are multiplied (Li, Lin, 2006). Sony Corporation is one of the most-recognized brands globally in consumer and industrial electronics. The many supply chain best practices that Sony has developed over decades of intensive effort and study have given them the ability to compete in five core business segments on a global scale (Sony Investor Relations, 2012). These five business segments include financial services, games, home and personal electronics, motion pictures and entertainment and nearly a dozen other ancillary businesses. What unifies the Sony value chain across these diverse businesses is their strong focus on supply chain performance and optimization (Sony Investor Relations, 2012). The value chain of Sony is so engrained into supply chain performance that it is common for the senior managers of supply chain planning, supply chain management, optimization and 3rd party logistics to regularly manage the new product development and introduction (NPDI) teams and processes. The intent of this analysis is to evaluate how Sony has transformed its supply chain into a potent differentiator that fuels their formidable record of internal innovation and global sales success. With nearly 70% of global revenues emanating from foreign markets, Japanese-based Sony has had to become agile and very adept at managing complex supply chains on a global scale. The company has been able to successfully transform its supply chain into a formidable competitive strength at a strategic level globally.

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Production of buses accounts for less than 1 percent of the motor vehicle industry. Though their production is low, they are extremely beneficial when it comes to transportation of 12 or more passengers. This paper examines the bus manufacturing process and how the process can be made efficient in order to minimize losses.