The success of an organization depended on how well their leadership is. Erik Peterson had a long work ahead of him and being a newly graduate with no experience, he struggled managing the operation and proving superb leadership. The underlying causes of Biometra’s problems stem from two main factors: internal and external factors. This is not the case with Zappos however, where they stemmed from hardly any issues because of their effective leadership and being able to motivate their workers successfully. Internal factors included: lack of communication, inexperienced leadership, conflict with workers, equipment conflicts, and no guidelines promotion and salary. For external factors: operation issues and location problems regarding the launch …show more content…
From the very beginning of Peterson’s employment, he discovered by himself that he would not be reporting to Jenkins, but to Jeff Hardy, who had no prior product launch experience, and could not give him any guidance or advice related to this field. This situation working under an inexperienced supervisor hinder Peterson’s work flow and cause him to second-guess his decision on more than one occasion. This lack of guidance and leadership under an inexperience supervisor traveled down to other departments underneath Peterson, which hampered the flow of the overall workforce and operations of the company. Furthermore, this led Peterson having difficulties gaining support with his subordinates. Most of them resent him because of being pass of the promotion, and kept distance. This fashioned an ambiance where employees did not have faith in Peterson as a leader or each …show more content…
Peterson has done a great job doing so, i.e. adding weekly and companywide pre-launch meetings to examine any issues, maximize flow of operations, and promote collaboration and participation for the whole departments. This method yielded great results in lowering anxiety, raise morale, and allowing the employee to see a scope of progress and issues. However, an improvement to this would be to also discuss possible solutions to those said difficulties. Employees and managers should be encouraged to spend time to get to know one another outside company, as well as inside (promoting sharing of ideas and to build relationships) just as Zappos has done. Perhaps maybe Peterson could have mitigated those resentments from other managers had they gotten to know him, instead of staying at arms length away, and keep communication strictly professional. Some other suggestion I would make for the company would be to find ways to educate his untrained supervisor, such as Hardy on launch operation and engage him in critical decision with Peterson, ensuring that both is on board with the choices (i.e. the support agreement with the KOL). However, this step should be taken further by educating the entire team about major ideas, project, and values of the
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
Steve Jobs and Fr. Jose Arizmendiarrieta were the founders and leaders of two different but highly successful and profitable organisations, Apple and Mondragon. The two companies are from different parts of the world, in different industries, and can only be compared by their organisational and financial success. Fr. Jose and Steve were the architects of this success, leading and inspiring confidence and support among the people who were needed to achieve their vision and organisations goals (DuBrin, 2013). This essay will compare and contrast the leadership of Steve Jobs with that of Fr. Jose Maria Arizmendiarrieta based on Andrew J. DuBrin’s leadership theory.
Clearly Polycom’s success does not just stem from quality products and services, but also from the employees who are in the trenches every day; creating new products, increasing productivity, maintaining and increasing customer satisfaction, excellent customer service, etc. Foresight, innovation, and strategic planning are a daily routine to keep the company a successful competitor in the market. It is without a doubt that Polycom needs qualified leadership. High caliber leadership/management is vital to successfully run a global enterprise of this statute. Constant re-organization and product structure changes are necessary to adapt to current and future consumer demands. I interviewed one of the leading managers at Polycom to find out what it takes to keep the machine rolling and what the typical duties of a manager entail.
Jeff Bezo’s began Amazon in his garage in July 1995 with three Sun workstations setting on wooden doors for tables and extension cords running from everywhere (Academy of Achievement, 2010). Right from the beginning he was a visionary leaving his well paying job as a senior vice president with D. E. Shaw to begin Amazon.com (Academy of Achievement, 2010). Being the visionary that he is he saw an opportunity prompted by the huge growth rate of internet use in a single year and ran with it never looking back. Jeff realized that the internet had “no real commerce to speak of” so he began researching possible businesses (Academy of Achievement, 2010). “After reviewing 20 mail order businesses and deciding which could be conducted more efficiently over the internet than by traditional means he decided on books” (Academy of Achievement, 2010). He thought books were perfect because attempting to send huge catalogs for all the available books would be expensive and cumbersome, but an online resource database that was easy to navigate would provide customers with easy access and a single point from which to shop. “In 30 days, with no press, Amazon had sold books in all 50 states and 45 foreign countries, obviously by the success of Amazon he was right (Academy of Achievement, 2010). In a case study written by Javad Kargar called “Amazon.com in 2003” he stated that “Amazon's online store was a big hit, with about $5 million in the first year of operations” (2004). This huge success so quickly would have confirmed for Jeff that his idea was viable and drove him to continue to strive for more. Jeff Bezo’s charismatic-visionary leadership is the key to his and Amazon’s success.
Henry Kissinger is quoted as saying that the task of a leader is to get people from where they are to where they have not been. This is also a reflection of the work of Vroom & Jago (2007) who state that leaders should motivate others to do great things. With correctional workers, effective leadership and management is essential to the safety of other workers. To those housed in correctional facilities, and to the community at large. How new leaders are trained and prepared for their important role is essential to the success of correctional institutions. This paper will address a review of best practice regarding leadership in correctional facilities as well as an analysis of Corrections Corporation of America’s (CCA) Samberg Program. Finally, the paper will address a specific training evaluation model to enhance the program.
Suddenly, some companies become extremely successful, while rest of them unfortunately remains a failure. There can be off-course a lot of reasons for this failure but one of the main reasons is lack of leadership qualities. There are many s...
Everyone was expected to know how to do their jobs and if they didn’t know how to do something they had to “figure it out”. Needless to say, mistakes were made. Of course, natural leaders emerged and became pseudo role models to a few of us but the firm never made the step to establish role model relationships for training purposes. Furthermore, our constantly heavy workloads made it difficult for us to watch or learn from any one person because the few people who would have been consistent role models were regularly traveling for business and were not available to offer their guidance to the younger or less seasoned
This case study demonstrates a young woman leader, Toby Johnson, who used to serve in the military as a pilot and attended Harvard Business School, joined PepsiCo’s Leadership Development Program (LDP), and was working in the management team at the Williamsport plant. She determined to forge ahead, and led the plant to achieve the Level 3 CI and also won the Doolin Award, which the Williamsport plant had never achieved before. The problem that Johnson encounters currently is that if the plant should continue to forge ahead and achieve the ultimate Level 4 CI, which will cost huge amount of money and efforts with the risk of her sudden leave of plant.
The confidence came from Keller’s presence. His long history with the company his respect for coworkers and his reputation as a successful problem solver almost certainly reassured employees that a turnaround could happen. Second, team members must appreciate one another’s perspectives and refrain from blaming one another for problems they may encounter. Before Jimenez’s team-based productivity project, the engineers and the operations workers at the Wichita site neither understood nor appreciated the other side’s contributions. Jimenez and Keller set up the monthly meetings to discuss problems and resolve them.
Harley Davidson’s remarkable success and turnaround from a company nearing extinction to a business model of success (James & Graham, 2004; Johan Van & Brian, 2000; Teerlink & Ozley, 2000) is secured by the environment developed at Harley-Davidson through the organizational changes led by former CEO Rich Teerlink. Mr. Teerlink fundamentally changed the structure of Harley-Davidson from a command and control, top down leadership company to one of collaborative organizational design (Teerlink & Ozley, 2000). This paper will describe the organizational structure at Harley-Davidson, how the organizational structure evolved, evaluate how the structure responds to environmental factors, and conclude with this authors opinion on efficacy. The organizational structural change at Harley-Davidson resurrected an American icon to a global leader in motorcycle manufacturing.
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
...th head office employees, Peterson could implement some of their ideas into his plans and give credit to these employees, bolstering future relationships with these credited individuals.
Chan, K. W. & Maubourgne, R. A. 1992, Parables of leadership, Harvard Business Review, July-August.
As the organization grows in this stage, the entrepreneurs must learn how to manage the organization. It is at this point that a crisis of leadership emerges. In the beginning, the organizational is so busy getting started and developing new products and markets that they fail to understand the importance of managing the organizational resources. The crisis can be averted, and growth can continue to stage two, if the organization can learn the skills necessary to manage the organization.
For everyone in the business world, Mark Zuckerberg is not a very oblivious name to them. He is a young successful businessman and that is undeniable. However, Mark is also a very successful leader in his own company as well as to the world. His impact from creating Facebook is more than just impressive. Mark created the social media website where people get connected virtually and lead the company incredibly successful. Mark’s leadership style can be seen with inspirational motivation, intellectual stimulation and idealized influence. With all those components above, Mark Zuckerberg is a great example of transformational leadership.