He credits his success to a rule of listening to and supporting his sales force team rather than giving them orders, which represents the inverted pyramid with management at the bottom and customers and sales people at the top (A reference, 2015). Some may see his leadership falling short when it comes to being innovative and creative since he still focuses on doing business the way his family did it, striving to provide superior service, “one customer at a time” (Lewis,…
The author starts the article off by claiming “the glass ceiling metaphor, a framework of the 1980s, constructs discrimination processes in a particular way in particular organizational frame works.” (Bendl) Using a procedure of metaphor evaluation to examine the glass ceiling metaphor to determine whether it continues to exist and be useful in economic contexts. The authors then analyze the recent “firewall” metaphor for its usefulness for constructing discrimination in organizations. Which the author states remains hidden in the glass ceiling metaphor. Both authors analysis suggest that both metaphors are useful in constructing diverse aspects of discrimination. In context, however “firewall” tends to have a greater utility due to its “complexity,…
One of the largest challenges of his position as a top manager in the organization is making things happen. He achieves this by increasing profitability through leadership (interpersonal role, leading function) and delegation (decisional resource allocator role, organizing function) to control and utilize the strengths of his entire financial team. Additional top managers such as the VP of Finance; middle managers such as the Senior Directors of Taxation; First-Line Managers such as the Directors of Canadian Tax; and Team Leaders such as the supervisors of T&D Accounting and Financial Projects all play a key role in advising Mr. Brownlee. This illustrates the solid foundation he has put in place for his company in organizing his people, projects, and processes effectively. Mr. Brownlee’s human skills are a valuable asset, as he remains very approachable and down to earth to all levels of employees in the company. While his technical skills remain strong, he does not require them as often as his Team Leaders do. He regularly performs the informational role of management, most recently speaking at the TD Newcrest Agricultural Conference where he provided an overview of the state of the industry and an update of PotashCorp’s activities.…
|Briefly explain what may have caused the conflict, describe the stages in the |explained |…
Dynacorp is a worldwide information systems and communications business. In 1990 the company started to have fewer earnings than in the past, so the CEO tried to change the design of the company to run better. In this paper, I analyze this organization though the political lenses to better understand how changing the structure can help improve revenue and quality. As discussed in the book, the political lens sees the organization in terms of conflicts of interests, power, and goals among individuals and groups within the organization. The way to understand the dynamics of political conflict is to understand who has power, from where that power comes, the basis of the power and how much power the different parties in the organization have. “In the political perspective, the roots of conflict lie in different and competing interests, and disagreements require political action, including negotiation, coalition building, and the exercise of power and influence.” The key concerns of players in the political perspective of the organization revolve around who defines the problems and the agenda, and where they get the power to do so; who the parties advocating solutions are, and why they are advocating such solutions; how a particular group is to procure an outcome or outcomes that are favorable to its own interests (Ancona et al., 2009: M-2, 33).…
The tenure of Jeff Immelt as CEO of General Electric has been nothing short of interesting. With accusations of unethical practices by his firm (allegations of cooking their books), along with unethical dealings domestically such as his appointment in the Obama administration after being one of its biggest campaign contributors (Int. Ref. #4), and internationally dealing with countries like Iran and Syria by the company (Int. Ref. #2), one cannot overlook GE’s current culture that has been established by Immelt and draw reasonable conclusions. Here we will look at the CEO and the culture he has put forth though the company since his appointment in 2001.…
Powerful people are usually very good at explaining self-serving behaviour in terms of organization’s best interests. They can persuasively argue that unfair actions are really fair and just.…
The two are similar because they are both ways of helping make an organization better so it will be the best it can be.…
Constantly get push back on his ideas and corporate is reluctant to support his initiatives (e.g. reassigning Andrews, compensation packages for Burns and Hanes, changing subcontractors)…
The nature of the MLI acquisition is the foundation of the issues confronting Jamie Turner. Pat Cardullo is the president of another successful Triple S division, and is in consideration of a major promotion. This fact left the organization without a workable plan to accomplish the unsustainable goals created by Cardullo. Cardullo was involved in details of the organization that would have been better handled by middle managers. Top managers focusing on implementation will leave an organization without the strategic planning needed to remain competitive. Cardullo also had an abrasive manner that was disruptive in the organization. Cardullo lacked the…
His no nonsense leadership style gave him a reputation of being hard, but fair when making business decisions and his style of leadership has been used a model in corporate America. His techniques have been studied and implemented in the U.S. Army (Day, 2001). Jack Welch’s success was the ability to effectively communicating keys ideas, and constantly repeating them to ensure all employees shared the organization’s goals.…
In a way CEO Ms. Fiorina was not treaty fairly by the board. The constant leak of the information serves as proof on the unethical behavior of board’s members. However, Ms. Fiorina’s centralized management policy made that almost every decision went through her. She resisted efforts by board members to enter into the management process. I am not excusing the board directors’ actions, but Ms. Fiorina’s policies and personality had turned the board into an armed camp, engraved with paranoia and divided against itself.…
Table of Contents Content Page# Introduction ----------------------------------------------------------------------------- 2 Behavioral Approach ------------------------------------------------------------------ 2 Ohio State Leadership Studies ---------------------------------------------- 2 Initiating structure --------------------------------------------------- 2 Consideration --------------------------------------------------------- 2 Michigan Leadership studies ------------------------------------------------ 2 Task-Oriented Behavior --------------------------------------------- 2 Relations-oriented behavior ---------------------------------------- 2 A Three-Dimensional Model ------------------------------------------------ 3 Participative Leadership, Delegation, and Empowerment ---------------------- 3 Participation -------------------------------------------------------------------- 3 Delegation ---------------------------------------------------------------------- 3 Empowerment ----------------------------------------------------------------- 3 Other theories and Behaviors -------------------------------------------------------- 3 Achievement-Oriented Behavior ------------------------------------------- 3 Supportive ---------------------------------------------------------------------- 3 Situational Theory ------------------------------------------------------------ 4 Leadership Member Exchange Theory ------------------------------------ 4 Power ------------------------------------------------------------------------------------- 4 Legitimate Power -------------------------------------------------------------- 4 Reward Power ------------------------------------------------------------------ 4 Expert Power ------------------------------------------------------------------- 4 Information Power ------------------------------------------------------------ 5 Influence Process…
3. Workplaces are organized differently, workers are managed differently and industrial relations have different rules in some European countries. Can we learn anything from these societies that would lead to higher productivity and less conflict in North American workplaces.…
Contracting: Contractors are no longer independent entities. They will be seen as extensions of the firm. Organizations will need to understand their competencies, value-alignment, reputation and other intangible attributes. With social media, association will become more transparent, so managing the relationship between a firm and its contractors may involve public relations and legal, as BP recently discovered with Transocean, its platform operator during the Gulf of Mexico oil spill.…