The Keller Case Paper describes Wolfgang Keller and the way he is trying to turn around the Konigsbrau-Hellas beer company subsidiary in Greece. In this paper, the leadership style that Keller was effective in using as well as the business concepts that made him an effective leader will be further explained.
The leadership model that is being chosen in this paper is the Theory X and Theory Y Leadership model and how to compare the two management style of each employee described in this paper. According to the Business Balls (n.d.), the Theory X manager is a person who is authoritarian and maintains a repressive style while showing characteristics of tight control and no development. They explain a Theory Y manager as a person who wants to have a high achievement, empower their employees, and giving their employees great responsibilities that they known that the person can handle.
Gabarro (1997) explains that Wolfgang Keller is very hands on manager who has been able to move up in the management ranks to achieve the current position he holds as the managing director at Konigsbrau-Hellas AE in Greece. Gabarro (1997) explains that he has been put in charge to evaluate and help to improve the performance of Dimitri Petrou who is Konigsbrau-Hellas AE's commercial director. The performance of Petrou has been a concern to Keller according to Gabarro (1997). Theory X and Theory Y by McGregor (1960) will evaluate the leadership style of both Keller and Petrou.
According to Business Balls (n.d) who explain the Theory X and Theory Y describe particular characteristics of each manager. The characteristics listed in this theory describe Wolfgang Keller as a Theory Y manager and Dimitri Petrou as a Theory X manager. Petrou is not an aut...
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...one and finding their strengths and weaknesses. A successful manager honing the strengths of an employee while getting them to work hard on their weaknesses makes everyone successful because that key component of the team is successful.
Works Cited
Business Balls (n.d.). Douglas McGregor Theory X and Y. Retrieved from http://www.businessballs.com/mcgregor.htm
Business Balls (n.d.). McGregor Theory X and Y Diagram. Retrieved from http://www.businessballs.com/mcgregorxytheorydiagram.pdf
Gabarro, J. J. (1997). Wolfgang Keller at Konigsbrau-TAK (A). Harvard Business School Cases, 1.
Grote, D (2001, October). Discipline without Punishment. Across the Board Magazine Retrieved from http://oldlibrary.ou.edu/eresources/reserves/readings/11_20_2007_1_43_43_PM.pdf
McGregor, D. (1960). The Human Side of Enterprise. New York: McGraw-Hill.
Weber, L (n.d.). Lesson 7 Powerpoint
After thirty years as Chief Executive Officer (CEO) at Fortuga Artisans, Peter Fortuga is retiring from the company he started to manufacture home decor. As a result, the company conducted an extensive search and found an ideal candidate Doug Jeffers. However, two years into his tenure as CEO Jeffers and Fortuga experienced a high turnover rate with numerous key resignations. During a resignation of his executive assistant, the employees and managers at Fortuga determined Jeffers is the cause of the organizational concerns. Consequently, Jeffers became introspective, and he questioned his ability to lead. In fact, Jeffers would be astute to conduct a personal assessment of his leadership style, capabilities,
The leader trusts his personnel and leaves it free to work by his own program. He supports his team and he is ready to help them at any time. The staff is satisfied because he has the control of the work and the productivity in most cases is high. The style requires from anyone, deep knowledge of the sector.
Systematic research on leadership began in the early 1930s (House & Aditya, 1997). Researchers were interested in identifying leadership traits that might differentiate leaders from non-leaders. Despite of devoting so much effort to this area, only a few leader traits were found to be positively related to leadership effectiveness such as intelligence and Self-confidence.(Mann, 1959).After this leadership researchers turned their attention to leaders’ behavior. Two types of leadership behavior were identified in different studies (1) Initiating structure that includes task related behaviors such as organizing work, defining role responsibilities, and setting up work activities. (2) Consideration includes relationship oriented behaviors such as building trust, respect, and liking between leaders and followers. The University of Michigan group also identified two types of leadership behaviours. (1)Production orientation means that how much leader is concerned with achieving organizational goals and tasks and (2) employee orientation means that how much followers’ needs are important to leader (House & Aditya, 1997). (Song Heyi and Mao Na Guo Dan, 2007) inspect the relationship between the traits and the performance of the leader in different organizational cultures and found that in today’s dynamic world the negative traits are directly related to the performance, leaders play significant role in every organization. As the competition between the service oriented organizations is very high and continuous change is needed here and growth of these organizations where the only possibility to survive successfully is due to the effective and productive leadership. Leadership is process of social interaction where leaders try...
Mr. Nardelli views management as top-down, command and control style, appreciated by efficiency managers, but criticized by many. He especially focused on process controls and metrics (including cost and quality). He also borrowed many management principles from the military and especially hired managers, who served in the military (Nussbaum, 2007). Nardelli worked hard to build a disciplined team (with order, high-pressure, and high standards) (Grow 2006).
This paper will explore how the company is fairing under the leadership of its current CEO, Andrea Jung. There are two opposing views regarding the company's current and future success. One group feels that the firm has a promising future with Jung at the helm while the other group does not. This paper will analyze the pros and cons uncovered by each team member and discuss which view prevailed in the debate and why.
In this paper, we have examined our company of choice, TM Berhad, utilizing each of these four frames as a “spectacle” to determine the leadership approach of its management, and then detailing the more prominent of the frames used.
John Terrill, an experienced professional with a unique approach to managing, was brought into to DGL International to correct the productivity issues evident in the technical services division. As a leader, his approach would require professionalism, as well as an alternative method of management to restore the lacking work ethic of the engineers. Through investigative research into well-defined leadership styles, behaviours and power types, the following case study questions are discussed below. Using Paul Hershey and Ken Blanchard’s situational leadership theory, I compare the autocratic with the democratic approaches to leadership, as well as discuss the four styles of leading: telling, selling, participative or delegating. I also address the type of power Terrill appears to possess over his followers and compare multiple options. Though Terrill proved to be a successful development to the company’s management team, the repercussions and advantages of alternative approaches are also addressed in conjunction with Robert House’s path-goal theory.
Some people believe leadership and management are one in the same; however, this is not true because management involves planning, staffing, directing and controlling and, a manager is a person who performs these functions (Leadership Theories and Studies, 2009). The term manager is a formal title given to a person who has authority by virtue of his or her position or office. (Leadership Theories and Studies, 2009) Leadership, by contrast, is about influence; leaders use factors other than just their formal authority to influence subordinates. There are three major leadership theories developed from the 1930s to the 1970s which attempt to explain why some leaders are better than others, these theories are: trait leadership (1930s and 1940s), behavior leadership (1940s and 1950s), and contingency leadership (1960s and 1970s).
There are different leadership theories developed throughout the history. Most popular ones are trait theories, behavioral theories, contingency theories, and leader-member exchange (LMX) theory. The author of the post will briefly discuss two theories, Fiedler contingency theory and Leader-Member Exchange (LMX), and compare and contrast their strengths and weakness.
Over the course of my professional career in different organizations in the past three years, I have worked under many managers. This has been a learning curve for me to understand the different managing styles and leadership characteristics of people. One of the managers whom I worked under, was the lead in a government project which also happened to be my last project before I took a break for continuing my studies, is a person I admire till date. I learned several life lessons in addition to the technical subject associated with the industry. This paper demonstrates the leadership styles exhibited by my manager with suitable examples.
In the article entitled “The Human Side of Enterprise” by Douglas Murray McGregor , McGregor stated that industry has fundamental know how to utilize physical and technology science. The conventional view of management consisted of three propositions which are called Theory X (Shafritz & Hyde,2012).
...adership Practices in Relation to Productivity and Morale." In D. Cartwright and A. Zander, Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY: Row, Paterson, 1960)
Through the interview, it is proven that Fayol’s four functions; Mintzberg’s managerial roles and Katz’s idea of management skills are essential to be part of the manager consideration when making a decision because these theories are able to assist in organisation’s progress. Tracy (2014), suggested “The true measure of the value of any business leader and manager is performance” and this could be reflected in Manager X as he has proven that organisation performance is top priority for him. To make a conclusion on this topic of discussion, a manager duty is to function as a leader of an organisation, a negotiator with the clients, a motivator to the team and the coordinator of the whole organisation’s progress.
What does it take to be an effective leader? This is something that has been asked many times over the course of human history. Some might say that having a strong personality and a commanding presence is needed in order to be a strong leader. Others might say that someone who stays on top of everything and keeps order is more effective as a leader. Everyone has their own opinion on this subject and in many regards, they are not wrong. Good quality leadership is something that is hard to possess and is not something everyone can do. Leadership is something that has been studied and analyzed many times, and from these studies, many theories have emerged from them. Each of these theories of leadership has their own benefits and can be useful
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