...Post-It (TM) MASSACRE* Description The case deals with different leadership styles which Bob Scanlon experienced while working for a company. After 8 years of service, Bob was promoted to small business accounts at the corporate office in Dallas. Bob’s previous work experience was typically in high pressure areas lacking the challenges he desired; however, he was doing his best by fulfilling all his responsibilities perfectly. Beverly Sadowsky, First Vice President of a discount travel agency was aware of his high performance and potential and offered him a higher status in the company requiring more responsibility with more salary and benefits as she believed that he could handle. He was very interested in the travel industry and after several requests, Bob accepted the supervisor’s position vacated by his supervisor who retired. Bob reported directly to Beverly Sadowsky, then 1st V.P. now C.O.O. of Adventure Plus. Beverly and Bob’s working relationship worked perfectly. Beverly’s hands off management style and delegation of responsibilities, gave Bob the challenges he was looking for at corporate. However, after Beverly’s promotion to C.O.O., Bob faced with the autocratic and micromanaging style of George, from auditing with a successful professional track record at work and in the community, who wanted to be involved in every detail of job and kept putting post-it notes to let Bob know about inaccuracies, which made him routinely bump on the tasks. Diagnosis Failure to...
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...This case deals with the changing of the guards for Bob Scanlan. After 8 years of service, Bob was promoted to small business accounts at the corporate office in Dallas. Bob’s previous work experience were typically in high pressure areas lacking the challenges he desired. However very interested in the travel industry and after several request, Bob accepted the supervisors position vacated by his supervisor whom retired. Bob reported directly to Beverly Sadowsky, then 1st V.P. now C.O.O. of Adventure Plus. Beverly and Bob’s working relationship worked perfectly. Beverly’d hands off management style and delegation of responsibilities, gave Bob the challanges he was looking for at corporate. Bob pride himself on making his Beverly and his department look good. Not to mention how effective his own management style was with his employees. However after Beverly’s promotion to C.O.O., her replacement George Fishman and Bob routinely bumped heads on task once handled by Bob along. George was from auditing with a successful professional track record at work and in the community. George was the complete opposite of Beverly which drove Bob to his boiling point. Diagnosis Failure to appropriately transition from Beverly’s hands off management style to George’s deeply involved hands on style provide to be a negative and stressful experience for Bob. Not having the autonomy to supervise his department as he saw fit was not the challenge Bob wanted. “Post-It” notes citing Bob’s failure to...
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...Week Two Case Studies Case 7.1 Three Shifts, Three Supervisors (Northouse) 1. Based on the principles of path-goal theory, describe why Art and Bob appear to be less effective than Carol? The path-goal theory focuses on motivating followers to achieve goals. It suggests that if followers believe there will be positive outcomes in their efforts, they will be highly motivated to do their work. Leaders, in this theory, use a style that compliments the follower’s needs in order to motivate them. Take the following situation as an example. I am newly hired as a sales manager and the morale in the department is extremely low. A few months ago the department’s profit in sales had been at the highest in decades. Multiple sales associates exceeded their quota, month after month, with no recognition such as bonuses or awards. The sales associates feel no reason to continue exceeding their quota because there are no positive outcomes from it. In the path-goal theory, I would create a recognition program as the incoming manager and motivate people to reach and exceed their goals. Moreover, I would guide them to understand their job and encourage that they are doing good work. Based on the principles of the path-goal theory, Carol appears to be more effective than Art and Bob. As a leader, she possesses behaviors that result in motivated followers. Carol shows directive leadership by ensuring that her group understands what needs to be done and how to do it. She has...
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...Have you ever had a leader in your life who struggles to stay strong at first, but becomes stronger as time goes on? Both The Miracle of St. Anthony and Pitch Perfect have very strong leaders that grow to become who they are in similar ways. Bob Hurley is known as the best coach in high school basketball, but he was not always that way. Pitch Perfect's Aubrey Posen is the Barden Bellas' fearless leader and vocal coach, but she also began her journey quite differently. Both Bob and Aubrey were somewhat weak-willed and over ambitious leaders when they started their careers. For Bob, this was when he was a kid playing with his friends and siblings where he would get very angry when someone made a mistake and throw the ball at them. Those around...
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...hired Simon Fester to work at the lab with Bob Knowlton, project head. Fester was very experience, skillful and at times very assertive, which translated to Bob as been arrogant. With Fester’s mannerism and Bob’s insecurities, they found their working relationship challenging which ultimately resulted in Bob early resignation. DIAGNOSIS: Fester was a very smarter individual; he had extensive knowledge in data analysis and excellent problem solving skills. He brought exhaustive and rigorous research to the lab, but he had very poor people skills with the rest of the staffs. He undermined their previous work and indicated that their level of thoughts were inferior. The case quoted: Fester thought that the way the problem had been analyzed was typical of group thinking and, with an air of sophistication that made it difficult for a listener to dissent; he proceeded to comment on the American emphasis on team ideas, satirically describing the ways in which they led to a “high level of mediocrity.” He basically insulted the intelligence of the entire laboratory staffs. The synergy between Fester and the rest of the team was non-existence, because Fester’s criticisms were not constructive and sometimes came across as disrespectful. On the other hand, Bob felt insecure because Fester was very erudite and he elevated the scale of their work. Bob thought his leadership role had been compromised. Bob also felt inadequate and less of a leader when Fester presented a successful presentation...
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...well-known business leader and apply the theme on the business leader you have chosen 2.1 Introduction In the year if 1915 D.W. Griffith directed the controversial yet influential motion picture ´The birth of a Nation´. The movie chronicles the events that occurred during the Civil war and was a commercial success however it was criticized for its racist topics (Richard Brody, 2013). Nevertheless it became one of the most influential movies ever made and it would go on to inspire the motion picture industry. Some men who noticed the potential in cinema were the Warner Brothers. Albert, Jack, Harry and Sam Wonskolaser were born in Poland to Jewish parents and immigrated to the United States in 1888 while changing their last name to Warner. The brothers were fascinated with the nickelodeon business and purchased the Cascade Theater in 1905 (Warner & Jennings 1965). The theater turned out to be a wise purchase as it became very successful in terms of profit and even helped them buy other theaters (Bob Thomas, 1990). The success did not last long as the Thomas Edison´s Motion Picture Patents Company charged high fees for the showing of films in theaters (Warner & Jennings 1965). The patent caused the Warner bros to sell their theaters and focus solely on the making of films and distributing (Cass Warner Sperling, 2008). The company grew to become one of the biggest and most influential motion picture studios in the world. 2.2 Introduction to theme A leader possesses multiple...
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...The Bob Knowlton Case Study The problem Bob Knowlton quit his job suddenly and found a better position with more salary. But, Jerrold and Fester felt shocked on Knowlton’s decision. No one knew that why Knowlton wanted to leave. • Bob Knowlton was an introvert. He did not discuss his opinions/feelings/conflicts with his teammates. • He could not become an effective leader. He could not exercise authority and control when the unity in the team was disturbed. As a result, his self-confidence in his capabilities reduced. • He lacked communication skills. He should have communicated his roles and responsibilities. • The was an alliance between Jerrold and Fester – negative impact a. This lead to the resignation of Bob Knowlton – felt threatened by Fester. b. Bob taught that Jarrod has placed in him in his department to see Bob fail in his position. c. The alliance was not only work related but personal as well. d. The alliance between Jerrold and Fester grew stronger as the problem grew bigger. • The was an alliance between Jerrold and Fester – Positive impact a. By Jerrold placing Fester in the lab his intensions was good and to see the lab grow. b. Jerrold knew that Fraser was and expert and will boost the department. c. Fester was there to perform and not to play the political game and his intensions was not to make Bob feel bad but to do his work to the best of his ability. d. Fester impressed many people both internally and externally. Mistakes by Jerrold ...
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...that Wal-Mart has the lowest prices so they don’t have to search for stores with low prices. The items sold are good quality as well as cheap. What more could someone ask for. Wal-Mart is a world leader in logistics and promotes greater efficiency between its suppliers. Bob McAdam who is the Wal-Mart vice president states in the video, “We are raising the standard of living through lowering the cost of goods for people.” He is saying that Wal-Mart is good for Structural functional theory is when society is a complex system of interconnected and interrelated social structures each having a function and working together to promote social stability. One hundred million people shop at Wal-Mart every week. Wal-Mart is very convenient for people to shop at. Most people do not even have to shop at other stores because Wal-Mart has everything. It’s also convenient because it is right around the corner from a lot of customers houses; they don’t have to travel far to find a Wal-Mart store so they save gas. People already know that Wal-Mart has the lowest prices so they don’t have to search for stores with low prices. The items sold are good quality as well as cheap. What more could someone ask for. Wal-Mart is a world leader in logistics and promotes greater efficiency between its suppliers. Bob McAdam who is the...
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...satisfies the needs of its multiple stakeholders-customers, shareholders, and employees. A strategy is implemented effectively when people and groups in the organization work in a motivated, skilled, and coordinated manner on the appropriate tasks (Beer, 1994). This theory, or idea, coincides with the path-goal theory which is about how leaders motivate followers to accomplish designated goals (Northouse, 2016). Three Shifts, Three Supervisors case study 6.1 depicts the effectiveness of an organization through four different leadership styles. Brako is a small manufacturing company that entails three different shifts which hold three different job functions. The first shift, supervised by Art, is in charge of the production line and packaging. This job is noted as being monotonous with set rules and standards that require little to no independent decision making. According to path-goal theory, Arts leadership behavior should be constructed around the Supportive style; providing what is missing by nurturing followers when they are engaged in tasks that are repetitive and unchallenging (Northouse, 2016, p.121). The second shift, led by Bob, job scope entails the setting up of machines and equipment as well as in charge of the complex computer programs that monitor the machines. Dealing with the many changes and complexity of their job scope, path-goal theory suggest the leadership style of Directive; giving followers instructions about their task, what is expected of them...
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...The Bob Knowlton Case Study Summary Bob Knowlton is the head of the Photon Lab when a new member, Simon Fester, was introduced to his lab. He begins to feel inferior to his new member and feels that he cannot voice his concerns to his superior, Dr. Jerold. After a period of events and insecurities, he finds a better position with more salary and takes the job immediately. Dr, Jerrold and Fester were shocked by Knowlton’s decision. The lab took a large hit as Fester went on to work on another project as planned. No one knew that Knowlton wanted to leave as he did so very suddenly citing fictional 'personal' problems. Analyze the roles of those involved The main characters in the Bob Knowlton case were: Bob Knowlton - the team leader of Photon Lab - collaborative team leader - hard working man - confidence easily wavered by insecurities - does not voice out problems Dr. Jerrold - the supervisor of Bob Knowlton and his team - has very high expectations of those working under her - not observant - no instinctual perception Simon Fester - a new comer to the company and Photon Lab - confident - aggressive - competitive - opportunist - highly intelligent - non paticipative Discuss the reasons as to why what happened happened. The bringing in the newcomer: Bob Knowlton - was threatened by the newcomer that was not properly introduced to him - Fester just showed up without warning and began looking into things Dr. Jerold - did not introduce...
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...Every day we walk by leaders some good some bad some just average. There are many different styles of being a leader some people like to be vocal liters and some people just like to let their performance on and off athletic surface be there shining light of leadership. On the playing surface there are 2 Leaders it stand out in my mind. One of them being the coach and one of them being a player I've chosen write my essay on one of my favorite coaches of all time and one of the greatest leaders I believe in college basketball that is Bob Huggins head coach for the West Virginia mountaineers. I will now described in the following paragraphs what makes him such a successful leader and what characteristics and traits or important to provide throughout the company of being a leader. What makes Bob Huggins successful? I don't believe in just one thing making one person a successful leader there's not one characteristic or trade that one person have that defines them as a successful leader I believe there is a resume of traits and personality's performances that make you a successful leader to me in my eyes Bob Huggins has hit all those credentials on my resume for a successful leader. He has a vast knowledge of the game for that he played in years of college basketball and attempted to play professionally until his knee blew out so then he went into the next best thing which is coaching. He took teams that were at the bottom of the bucket like the University of Akron zips and turn...
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...Bob Knowlton Case: 1. Diagnose and evaluate the entire problem situation. List the problems. 2. If you were in Dr. Jerrold’s position: what can you learn from the mistakes that have been made how would you go about creating the learning organisation? Devise a strategy. Summary: Some might feel Bob Knowlton acted irrational without voicing his feelings to Dr Jerrold. Some might feel that his EQ, is weak, in terms of Fester, making him feel inferior, doubt his capabilities and also allowing Fester to take over as leader in the meetings. Dr Jerrold lacked open communication and transparency therefore as a result; he lost a good employee, Bob Knowlton. Bob is a team player and believes in using each other as resources through collaboration. “Bob Knowlton calls a meeting, however Fester, voices his opinion that he is not at all averse to meetings…” Fester is not a team player, and one can assume he likes the credit and wants to be centre of attention. Fester was very sharp and competent and had solved some old problems. He felt that Fester was slowly taking over leadership. Very confident about himself and his ideas. Aggressive in his approach to solve a problem and well as put forth his ideas Problems: Organisational culture seems work orientated with little focus of interpersonal relationships and communication. No feelings are discussed openly, therefore the assumption that the team is functioning well is false. Unable to discuss his opinions/feelings/conflicts...
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...ethics through its leaders. Dr. Bill Grace, founder of The Center for Ethical Leadership, defined as ethical leadership as, “knowing your core values and having the courage to live them in all parts of your life in service of the common good” by ethicalleadership.org (2014). Ethical leadership reaches beyond the direct followers and beyond the organization. The ethics of an organization and its leaders affect the communities it serves and all stakeholders within and outside of the organization. Ben-Hur and Jonsen (2012) outline in their scholarly journal a four-style leadership model based upon Moses and his attainment of the ten items on the ethical leadership scale (ELS): visionary, shepherd, teacher and servant. This paper will evaluate an ethical issue within an organization and will discuss the various traits and skills apparent and lacking in the situation based upon Ben-Hur’s and Jonsen’s model as well as several other approaches to ethical leadership. Ethical issues come up in all levels of management in all organizations. In my previous position at EDMC an ethical issue surfaced with one of my employees. One of the managers who worked for me, who I will call Sally, bumped into one of my peers who was in charge of the training department, Bob. Sally proceeded to tell Bob a story about one of his trainers, Tom, forging coaching documents to fake coaching with Sally’s employees; Bob was Tom’s boss’s boss. This story that Sally was telling Bob was not first-hand...
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...Case Study: “Bob Galvin and Motorola, Inc.” Business Leading Organizational Change BUSI 6132 October 2, 2012 Motorola: Macro/Micro - Problem and Causes Motorola was a very large company with 75,000 employees and a huge organizational structure. (Jick & Peiperl, 2011) They covered the entire United States and 15 foreign countries. The macro issues in this case stem from having too many layers of management. There were nine to twelve layers between the first line managers and the executive level. (Jick & Peiperl, 2011) The average span of control was over five people or fewer in most cases. Thirty percent of leadership managed three people or less. (Jick & Peiperl, 2011) Another macro issue was the multilateral reporting structure between Bob Galvin, CEO/Chairman, William Weisz, Vice Chairman, and John Mitchell, President. (Jick & Peiperl, 2011) This reporting structure was complicated and viewed as the same through the eyes of lower level management. Motorola’s management wanted one single voice, style and direction. (Jick & Peiperl, 2011) Do away with three leaders with differentiated views, style and direction. Japanese competition was another macro issue that Motorola had to contend with. With Japanese technology expanding and trade practices relaxed or non-existent, all were considered a threat to Motorola. Japan was selling products at less than fair value to rapidly increase their market share. (Jick & Peiperl, 2011) To help alleviate...
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...MPC: - Establish direct connects7: It would be a good idea for Bob & Mike to make special trips to have a first-hand understanding of the ground reality in Detroit and San Francisco. This would reduce the lack of communication connections due to the distributed nature of MPCs businesses and also the fact that Al has not been able to spend the necessary time at these locations. This will help Bob & Mike evaluate the real issues and the extent to which Al is aware and in-charge of the situation. They might as well find that Al has things under control and the regional managers report the regular status to Al and Al does provide the necessary guidance, albeit remotely - Upward Communication: It is seen that a majority of the line functions in the organizations report into Al. Since Al is a very senior executive, the Board needs to know Al’s performance accurately8. Direct connections with regional offices should provide a clear picture on Al’s day to day effectiveness. It is highly recommended that Al’s loyalty to the company, his excellent track record and his willingness to work in midst of serious issues on the personal front should be communicated to the Board along with news that he just helped close a much-awaited $15MM deal in Detroit. - Support Structures: The situation that MPC is facing with one of its senior executive is not new to an Organization; in fact this could be faced by anyone in the Organization. Bob should plan for an effective support for Al for the next 3 months...
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