Plant Johnson Case Study

755 Words2 Pages

Georgia Power Company’s Plant Hammond had a old-school mindset about leadership. Their idea of leadership consisted of making key decisions with only the top management involved. They felt like they were good company and had the whole idea of leadership and management figured out. One or two personnel decided every important decision and not much thought was given on how it affected the other departments. According to Evans while the business had a decent rate of return and operated somewhat smoothly, in the early 1990s a watershed development occurred which moved the company towards deregulation (Evans 2011, p. 340). The company had to rethink its managerial style as well as how the company needed to operate. The company used various practices and techniques to reevaluate its management practices as well as its operation procedures. According to Evans (2011), “In the summer of 1995 the plant manager and nine other employees took their first step towards becoming a team when they came together at a facilitated offsite meeting” (p. 341). According to Evans during this time the company established new roles and responsibilities (Evans 2011, p. 341). This caused a new thinking process within the management. With this new mindset, each …show more content…

It went from a company where decisions were made without thoroughly understanding how it was affecting the company. The personnel involved with the decision-making did not consider the big picture of how the decisions would impact workers or other departments and never consulted the departments or workers on what they thought was best. This mindset changed and with the change brought a whole new way of management that supported the company by understanding how different decisions affected the entire company. The company also found a way to support its managers by using outside sources to help figure out what the individuals’ strengths and weaknesses

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