Case Study Of Microstar Industries

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The leadership of an authoritative figure can create success or lead to failure in an organization. The medium-sized manufacturing company, Microstar Industries, has the ability to be successful and collaborative. But in order to achieve this goal, all departments and employees within the company need to work together cohesively and coherently. The following report will address the following problems determined in the sales departments: • The authoritative leadership of sales executive vice-president Ernie Lane is unsuccessful. • The increase of work force shifted the work ethic and morale of employees. • The employees need a form of motivation or compensation. The following problems will be addressed in the production department: • Senior…show more content…
• Satisfaction and productivity will be improved when the manager and employees understand each other through improved relationships and understanding of one another. Finally, recommendations will be made for improving the overall situation at Microstar Industries. This company has the opportunity to be successful and increase the happiness of their employees with the implementation of this information given in this report. In asking the consulting firm for assistance, President Paul Willard stated that the main issue within the organization was a “power struggle between people and departments.” This is precisely where the issues in both the sales and production departments are stemming from. After analyzing the situation, several issues can be pointed out in the sales department, the first being the leadership style of sales executive vice-president Ernie Lane, the second being the dramatic shift in the work force, and the third being the lack of motivation and compensation to maintain morale, satisfaction, and productivity. Most importantly, all the problems are…show more content…
They claimed that “he doesn’t listen” and that “he means well, but he has lost touch with the type of leadership his job requires.” Lane’s leadership is where a majority of the problems originate from. Lane likes to control virtually all aspects of the day-to-day operations. Because of this, his employees do not have the opportunity to contribute more to their work than what is minimally required. With the complete control, he also gives his staff little autonomy. When they try to make suggestions, Lane either doesn’t listen, or when a suggestion is implemented, the employees is rarely rewarded, even when the implementation is successful. On the other hand, when a suggestion or other action leads to failure, employees are often criticized instead of given help or other suggestions for improvement. A specific problem occurred when a team was sent to Singapore to participate in a trade fair. But when they returned unsuccessful in gaining new contacts, they were publically criticized for the failure instead of acknowledged for the international exposure that was gained. All of these issues stem from once source – a style of leadership. This is not to say that Lane himself is the problem, but the way he chooses to lead has negative effects on the

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