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Strengths and weakness personal assessment
Reflecting on leadership styles
Strengths and weakness personal assessment
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High Tech Engineering (HTE) is a small family owned company that fifty years old and manufactures small components for the aircraft industry. The founder and president found his successor Harold Barelli who envisioned that the company could become renowned through improving its technology and implementing advanced management approaches within the organization. He went on a campaign to make the employees aware of his vision and plastered it everywhere around the company. Over three years he began to implement several major changes in an effort to make progress toward his vision, but it had the opposite effect. An environment of instability was created around the organization because these changes were crafted by Harold and a “select few of his senior managers” therefore causing the perception that his vision came from the top down. This led to confusion due to an imbalance of responsibilities and employee engagement. The situation was worsened by the employee’s perception of Harold …show more content…
There is nothing wrong with his vision, but it does not fit the company. The organization that I work for has a vision of becoming the world’s best hospital, but I laugh at it because it is in a small community. Similarly to Harold’s vision, it may just not be feasible, but that does not make it wrong. My employer has now been bought out and is own by two large healthcare systems and has been given resources that are unimaginable by a small community hospital. The leaders at my work know and realize that they may never be the best hospital in the world, but they have progressed toward that goal by building from the base and expanding. Harold, on the other hand, has failed to do this because he ignored the company’s foundation and attempted to start over in the wrong direction. This is why Harold has failed to implement his vision within the
This book is important to business students because it shows that even the most seasoned executive runs into unexpected challenges and can find themselves in uncharted territory. Jim Barton’s experiences and lessons can be lessons for anyone. Any employee, whether they are support staff or a top executive, should always maintain an open mind and be ready to learn from a situation or the people around them at any time.
Many organizations began as a singular vision of an individual. Someone identifies a market deficiency, impassioned purpose, or perhaps a new technology. Whatever that catalyst has been, these individuals decide to devote their efforts to the idea and create a company or organization that seeks to work towards this vision. However, what occurs when the founding individual steps away and the organization remains? This is the question explored in a case study created by Terri Patkin entitled, “Discord at the Music School” (Patkin, 2007). In this study, the protagonist, Carole, becomes the new director of the Bow-strings Music School, replacing the revered founder, Wendy. This story chronicles Carole’s experiences of frustration and ineffectiveness
In this analysis includes a summary of the characters and the issues they are dealing with, as well as concepts that are seen that we have discussed in class. Such as stereotyping and the lack of discrimination and prejudice, then finally I suggest a few actions that can be taken to help solve the issues at hand, allowing the involved parties to explain their positions and give them a few immersion opportunities to experience their individual cultures.
General Motors became a “centralized organization, so decision-making authority is concentrated in the hands of top-level managers, and little authority is delegated to lower levels” (Ferrell et al., 2015, p. 199). Centralized organizations have little upward communication and top-level manager may not be aware of problems and unethical activities. According to Ferrell et al., (2015), it has been noted that “centralized organization may exert influence on their employees because they have a central core of policies and codes of ethical conduct” (p. 201). Conversely, to survive at GM employees praised the CEO intelligence and carried out their orders by keeping a low profile, and never made waves. GM rewarded employees who followed the old traditional ways and those that challenged their thinking lost promotion opportunities or their jobs. However, General Motors experienced conflict between corporate management responsibility and social responsibility. Consequently, General Motors “attempted to implement a new mentality upon its management in a short period of time” (Goussak, Webber, & Ser, 2012, p. 49) by changing the company’s environment, but
When plumbing goes bad, hair needs cutting, or the car goes on the fritz, who is going to get the call? Most people will answer “the plumber, the stylist, or the auto repair place down the road at Wal-Mart.” That answer is mostly correct. Although, the focus needs to be on how those people got where they are today. These people, who do so much work for us every single day, need to get some consideration. In most cases they would have gone to a vocational high school or technical college. These are special schools in which students learn the exact skills they need to complete their desired career in an accelerated period of time. More people should be encouraged to go to these schools, because we will need more Blue Collar workers in our future.
Corning is a decentralized company currently being plagued by both external and internal threats, such as market uncertainty and poor communication and planning systems. The company has just recently started to recover from a large layoff in 1975, which reduced worker job confidence. The Houghton family has a preference for an informal workplace with an ambiguous leadership style that contradicts the formal and strict resource allocation system designed for their international strategy. The current strategy being employed differs with the owner’s philosophy, which is important, since the President must buy into the plan to understand and communicate it effectively. This miscommunication creates goal incongruence, which is exemplified by the confusion of corporate divisions about whether they should be focusing on reducing cost or being an innovator. Also, each officer has been described as having work that overlaps, showing no focus and a lack of efficiency. The fact that each of the over 150 businesses groups have to write up a resource allocation request and business strategy creates the issue of finding time to read each report.
Nowadays, organizational change has a serious implication for the survival of an organization (Furst & Cable, 2008). Change is critical, necessary, and has becomes a key factor to win the game.
General Electric Corporation is a multi-billion dollar conglomerate founded in 1892. The company was founded in Schenectady, New York to capitalize on the patents of Thomas Edison and the use of electric power through generation and distribution. Now a blue chip publicly traded company that has branched out beyond its core into arenas such as aircraft engineering, television, and home appliances to name a few. Over the years the corporation has been through different management models that have brought innovation in many forms that have allowed them to be envied by companies around the world. Despite great success since its conception, like many companies who can withstand the test of times, it’s natural for them to become self-absorbed, which can have a negative impact on the company structure as a whole. Coming across someone like Jack Welch who can think out of the box and in a manner that doesn’t strain the resources of the company but expands the thinking of the company as a collective unit is needed to continue the legacy of innovation in all aspects of business.
Lincoln Electric Company is a great example of how a successful organization creates successful employee satisfaction. Company founders are the key stakeholders in making the organizational culture a success. They are the leaders with the vision of how they want to promote their company and they have to present the values to their employees so that the employees also do understand that the success of an organization is a success for themselves. It was not an easy task for Lincoln Electric Company to plant the foundation of organizational culture. There were many obstacles that Lincoln Electric Company had to overcome to succeed.
With so many constant changes today with different generations, legal and political circumstances and ever-changing and improving technology sources, organizations have new and recurring issues arising every single day. The reasons for these issues vary widely and develop because of so many different situations. The outcome of the situation depends on many factors including the issue at hand, the management style and the ethics of the organization to simply name a few. These outcomes can certainly make or break an organization if not handled appropriately. The issue I have found to be the most significant is leadership. Within leadership, there is the opportunity for many issues in itself.
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.
Organizations go through different life cycles similar to those of people. For example, people go through infancy, child-hood and early-teenage phases, which are characterized by rapid growth over a short period of time. Similarly, Organizations go through start-up, growth, maturity, decline, renewal and death. Employees in these phases often do whatever it takes to stay employed. (Ciavarella, 2001)
The word engineer comes from the latin word ingeniare. ingeniare means construct or craftsmanship. Ever since the beginning of time we have had engineers. Engineering is the combination of math and science , solving world problems to help better the world around us. Being an engineer takes a lot of knowledge, creativity, and hard work. A typical engineer can clearly see a problem and is capable of fining a solution. A senior engineer or engineering manager usually doesnt do as much technical work, but usally lot of managing. Some of the first official engineers were military engineers. They were employed by the goverment to build such things as roads, bridges, and weapons. US mililary Academy at Westpoint was the first school to offer an education in enginnering. Engineering is a very broad field. Engineers are always at a high demand, we could never have enough brilliant minds making the world better. Engineers are needed everywhere. Engineering managers have to have a bachelor's degree or higher, they usually direct and seek solutions to problems and are sometimes called executi...
Nonetheless, his charismatic leadership style didn’t mean he avoided working towards the vision. He didn’t hesitate to cut costs, even if it meant laying off employees, because his ultimate vision was about creating a valuable and respectful business. He wanted to create an organisation that would beat its rivals and in order to do this, he had to weed out mediocrity from his company. While this meant certain people had to go, it also improved the company’s communication, its development and ultimately its bottom
In Today’s world, the composition and how work is done has massively changed and is still continuing to change. Work is now more complex, more team base, depends greatly on technological and social skills and lastly more mobile and does not depend on geography. Companies are also opting for ways to help their employees perform their duties effectively so that huge profits are realized in the long term .The changes in the workplaces include Reduction in the structure of the hierarchy ,breakdown in the organization boundaries , improved and better management tactics and perspectives and lastly better workplace condition and health to the employees. (Frank Ackerman, Neva R. Goodwin, Laurie Dougherty, Kevin Gallagher, 2001)