...passionate CEO, Jack Donally helped transform Innostat from “a small local manufacturer of scalpels and other surgical equipment into the world’s best known maker of prosthetic limbs and surgical implants” (Beer, 2006, p.43). Under his leadership Innostat enjoyed outstanding financial performance, with sales reaching more than $2 billion. During his tenure at Innostat Jack was widely respected, admired and perceived as a charismatic leader. According to Weber (1947), charismatic leaders are endowed with exceptional powers or qualities. In addition they are attributed with the following personal attributes: self-confidence, vision, dominance, a need for influence, and articulation ability (Bass, 1985; House 1977; Conger, 1985). It is widely agreed that followers perceive their leader as charismatic when at time of uncertainty and stress he/she provide radical vision that guides the organization to success (Weber, 1947; Trice & Beyer, 1993). In the case of Innostat, it is evident that Jack was able to transform the firm from a small and probably loss making local manufacturer into the world’s best known maker of prosthetic limbs and surgical implants. This made his workers believe that he is endowed with exceptional abilities and their respect towards him grew over the years. However, three years before Jack’s retirement the company lost its innovative edge and as a result, its performance dramatically declined. Applying the Burke-Litwin model to this case study will identify...
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...CASE STUDY ASSIGNMENT Length: 1,500 – 2,200 words You must use in-text referencing You must provide a reference list, formatted in Harvard Style, at the end of your assignment You must use a minimum of five references The references are giving with the questions Purpose: shows capacity to apply, the course concepts to real world cases. Increasingly, workplaces are looking for employees who can add value by providing insightful understandings about ways in which the organization can identify risks and respond to opportunities. PLEASE NOTE: YOU WILL BE REWARDED FOR ANSWERING THE QUESTIONS, NOT FOR COPYING AND PASTING! Marks are allocated to insightful answers, not to the number of words in an answer. If you, for instance, copy and paste a one page summary of Kouzes and Posner’s five leadership practices, that will not earn you a single mark because that does not demonstrate any understanding of those five practices. You will not be asked ‘memory’ questions such as “What are the five key leadership practices of Kouzes and Posner?” Nor will you be asked: “What are the four quadrants of the CVF?” Nor will you be asked: “What are the four primary practices of the 4+2 formula?” Instead, you will be expected to know the answers to such questions and USE that knowledge to answer the case study questions. Please make sure that: • The wording is admirably clear and fluent. • The level of expression would greatly impress if it was read as an example of your writing by a potential...
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...Formulation and Implementation MBA 980 Spring, 2009 Professor Jay Dial Office 860 Fisher Hall Email dial.12@osu.edu Phone 292-5438 Reading packet There is a required reading packet available at Uniprint-Tuttle Park that includes course readings, cases and lecture notes for classroom discussion. This is copyrighted material and each student must purchase an individual copy of the reading packet. Additional highly recommended readings will be selected from Management Skills: A Jossey-Bass Reader (ISBN # 0-7879-7341-6). It is available from both BarnesandNoble.com and Amazon.com. Course Overview This course is about the creation and maintenance of long term value for the organization. It is concerned with both the determination of the strategic direction of the firm and the management of the strategic process. The course builds on prior studies of functional areas while recognizing that most real business problems are inherently multi-functional in nature. Thus, this course employs an explicitly integrative approach in which we adopt the role of the general manager who has the responsibility for the long-term health of the entire organization. The course would be taught primarily through the case method of instruction. Course Objectives 1. Understand the nature of strategic competitiveness and develop the ability to analyze the competitive environment facing a firm, assess the attractiveness of the industry and isolate potential sources of...
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...Formulation and Implementation MBA 980 Spring, 2009 Professor Jay Dial Office 860 Fisher Hall Email dial.12@osu.edu Phone 292-5438 Reading packet There is a required reading packet available at Uniprint-Tuttle Park that includes course readings, cases and lecture notes for classroom discussion. This is copyrighted material and each student must purchase an individual copy of the reading packet. Additional highly recommended readings will be selected from Management Skills: A Jossey-Bass Reader (ISBN # 0-7879-7341-6). It is available from both BarnesandNoble.com and Amazon.com. Course Overview This course is about the creation and maintenance of long term value for the organization. It is concerned with both the determination of the strategic direction of the firm and the management of the strategic process. The course builds on prior studies of functional areas while recognizing that most real business problems are inherently multi-functional in nature. Thus, this course employs an explicitly integrative approach in which we adopt the role of the general manager who has the responsibility for the long-term health of the entire organization. The course would be taught primarily through the case method of instruction. Course Objectives 1. Understand the nature of strategic competitiveness and develop the ability to analyze the competitive environment facing a firm, assess the attractiveness of the industry and isolate potential sources of...
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...served as popular antagonists throughout media, including television and cinema; yet, in recent years, the media’s perception of werewolves has taken a noticeable shift in the opposite direction. Stephenie Meyer, the critically acclaimed author of the Young Adult series The Twilight Saga, embodies this shift to the “new” werewolf. Meyer made a drastic change to the very nature of what was once a ferocious beast by characterizing werewolves as more gentle and protective. People wonder, though, what caused this sudden switch of characteristics? Through texts such as Rick Bass’ The Ninemile Wolf, Barry Holstun Lopez’s Of Wolves and Men, Valerie Fogleman’s piece “American Attitudes Towards Wolves: a History of Misperception,” Stephenie Meyer’s The Twilight Saga, and more, this paper will argue that the “original” werewolf belief was founded on America’s misperception of wolves and that, through revelations in animal studies, particularly the Endangered Species Act of 1973, modern American culture has transitioned into a more animal sympathetic society, creating literary changes in the behavior of werewolves to occur with acceptance. There is a definitive transition between the “original” werewolf and the “new” werewolf. The question, though, is where does this...
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...Jack would identify multiple reasons why the Chattanooga team is dysfunctional. They are currently not demonstrating many of the foundational principles Jack believes make a winning team: outlining a clear mission and values, practicing candor, differentiating your organization and voice and dignity (Welch & Welch, 2005). In addition, it appears their leader is not practicing any of Jack’s eight rules of leadership nor demonstrating the 4E’s and 1P needed in order to “lead more and manage less”(Welch & Welch, 2005). Mission and Values I’m picturing Jack seated at a table in a conference room asking the Chattanooga management team “I know you’re named after the city of Chattanooga and you make ice cream, but who are you as a company? Where are you going? What are you trying to accomplish!” Jack would immediately state that Chattanooga Ice Cream (CIC) is having an identity crisis. They have no clear direction and that starts from the top. CIC can’t be everything to everyone. They can’t be known for supplying mid-price ice cream products by the market and all of a sudden want to compete with Ben & Jerry’s and Haagen-Dazs. Without a clear mission the Chattanooga team is running around in circles – just like in their meetings. They don’t know where their attention should be with no guiding force - a good mission statement. They are directionless and therefore picking at straws in terms of making a decision to address their upcoming 25% reduction in revenue. Candor Jack would...
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...CHATTANOOGA CASE ANALYSIS ASSIGNMENT 2 Chattanooga Case Analysis Assignment 1 Tomas Thomson Jack Welch Management Institute Dr. Earl Richardson JWI 510 November 14, 2015 Abstract The goal of this paper is to analyze the Chattanooga Ice Cream Case. The Chattanooga Ice Cream case is a case study where senior officers of a food company have opposing views for turning a declining business around during a crisis. The general manager, Charles Moore is faced with several challenges. He has a consensus-oriented style that asks for his team’s opinion before making a decision. His style might not be the best for this situation. He is faced with choosing several competing ideas, managing conflict within his team and a quickly approaching deadline. Keywords: Conflict, Peer Relationships, Conflict Resolution Style, Group dynamics, Interdepartmental Relations, Management communication, Candor, Teams CHATTANOOGA CASE ANALYSIS ASSIGNMENT 2 Charles Moore’s conflict resolution style, indecisiveness, and management of group dynamics drove his business unit to near failure. By modifying his style, Charles Moore can turn his team and company around from near failure to a profitable division. Case Analysis: Introduction – Background on Chattanooga Chattanooga Ice Cream, Inc. was founded in 1936 as a subsidiary of Chattanooga Food Corporation. The Ice Cream Division was one of the largest regional ice cream manufacturers in the United States...
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...Leadership & Management Table of Contents Question 1 2 Question 2 6 SWOT 6 Motivational option 8 Recruitment decision 8 Leadership style 9 References 9 Rent A Car Question 1 In 1957 Jack Taylor founded this rent a car enterprise and now Rent a car enterprise is one of the foremost car hire companies and is the largest purchaser of cars in the world. In order to deliver their service company has 75000 employees and follow the concept which believe by the founder of the rent a car called” Take care of your customers and employees first and profits will follow” from that perspective management of the company set four interrelated objectives there are (Farndale E , 2011) * customer satisfaction In here management mainly concern about their customers and the quality of the service they deliver to their customers. In order to measure the quality of their service company use enterprise service quality index. (Bardwell J, 2004) * Fleet growth Through the fleet growth management consider about the convenience of the employees as well as customers. This may lead to grow the customer loyalty of the rent a car enterprise. * Employee development. In here management consider about the carrier development of the rent a car employees because company believe that customers expect to be treated in a particular way by a service oriented business. Therefore to deliver great service enterprise needs well- trained and well- motivated staff. (Hallowell...
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...CONTEMPORARY AUDITING REAL ISSUES & CASES MICHAEL C. KNAPP SEVENTH EDITION MAKE IT YOURS! SELECT JUST THE CASES YOU NEED Through Cengage Learning’s Make It Yours, you can — simply, quickly, and affordably — create a quality auditing text that is tailored to your course. • Pick your coverage and only pay for the cases you use. • Add cases from a prior edition of Knapp’s Contemporary Auditing. • Add your course materials and assignments. • Pick your own unique cover design. We recognize that not every program covers the same cases and topics in your auditing course. Chris Knapp wrote his case book for people to use either as a core e book or as a supplement to an existing book. If you would like to use a custom auditing case book or supplement the South-Western accounting book you are currently using, simply check the cases you want to include, indicate if there are other course materials you would like to add, and click submit. A Cengage Learning representative will contact you to review and confirm your order. G E T S T A R T E D Visit www.custom.cengage.com/makeityours/knapp7e to make your selections and provide details on anything else you would like to include. Prefer to use pen and paper? No problem. Fill out questions 1-4 and fax this form to 1.800.270.3310. A Custom Solutions editor will contact you within 2-3 business days to discuss the options you have selected. 1. Which of the following cases would you like to include? Section...
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...Executive summary In this assignment I was able to use relevant leadership theories to critically analyse and evaluate the leadership of Jack Welch. I first provided a brief insight into Jack’s background, outlining what made John F. Welch into the man we know today as Jack Welch. Secondly, shed some light on the financial position and the culture of General Electric (GE) in the early 80’s when Jack assumed the mantle as its Chairman and CEO. Thirdly, I discussed his changing leadership styles over the years. Finally, I give my opinions on how I would have lead differently if I was faced with the same situations. Table of Contents 1. Introduction 5 2. Welch’s Background 5 3. The situation – GE before Jack Welch 7 4. Jack Welch the leader 7 5. Discussion – How I would lead differently 10 6. Conclusion 11 Reference List 12 1. Introduction Leadership is a complex concept and there are different ways of becoming a leader. Leadership is the process of influencing an organized group toward achieving its goals. (Hughes, Ginnett and Curphy, 2012). Leadership is about influencing and not dominating others, leadership occurs when other people happily accept the goals of as organization as their own (Hogan, 1994). Because the behavioural patterns of employees vary depending on their individual circumstances, it is important that leaders to develop an empathetic approach towards resolving the issues of employees. Leadership theorists associate this ability...
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...Chattanooga Ice Cream Division Case Study Team Members and Contact Information: Name Preferred Email Phone Number Time Zone Team Values Commitment Productiveness Respect for all team members Support Be Proactive Trust Team Expectations * Commitment: Attend all meetings. In case of an emergency notify team promptly. * Complete all assignments, by assigned date. If this cannot be completed, please notify the team leader. * Respect: For each other’s opinions and individual style * Proactively: Clear and effective communication on the front end will limit confusion on the back end * Productivity: Complete all assignments on or before assigned date. Be realistic and aware if you get behind and notify the team leader. * Support: Be there for each other and help each other. We will succeed only as a team. * Trust: Be open. Be honest. Be candid. Be accountable. Team Assessment (Strengths / Weaknesses): y: DiSC (ID Influencer and Dominant) and TKI (Collaborating, Competing) (Thomas-Kilmann, 1974,2002,2007) * Strength – My strength is the ability to dissect and analyze critical KPI’s. My other strength is my ability to motivate other through collaborative team work and able to drive results. * Weakness – Through my dominant side I can come off as too pushy. Sometimes I’m not a great listener because of the fact that I have my blinders on. My dominant side has exceled me to achieve my accomplishments however it can be...
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...Socio-economic vulnerabilities and impacts The foregoing discussion of the indicators of environmental change and human driving forces has already alluded to some socioeconomic impacts of environmental changes. In fact, some of the second- or third-order changes in the status of environmental resources are manifestations of impacts of people's adjustment to environmental changes. For such reasons, at times it is difficult to separate precisely the impacts of environmental changes as causes of socio-economic disruptions from the environmental changes as consequences of socioeconomic adjustment. Similarly, at times it is difficult to separate the socio-economic impacts resulting from environmental changes and those resulting from the forces underlying environmental change. Such dilemmas prevail because socio-economic impacts are products of overall transformation processes, which involve simultaneously both the environmental variables and the factors affecting them. Hence, we may talk more comfortably about the socioeconomic impacts of change (i.e. transformation process) with a special focus on the environmental components of this transformation. Accordingly, in the first place, the transformation processes have disrupted the overall production base and interlinkages of land-based activities, which evolved through adaptations to specific conditions of mountain habitats (tables 4.7-4.10). Ineffectiveness or infeasibility of several traditional production and resource-management...
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...New Direction for Chattanooga Ice Cream Clint A. Stockton Jack Welch Management Institute Dr. Denis Tocci JWMI 510 11/16/2013 Chattanooga Ice Cream Case The Chattanooga Ice Cream case shows a decline in sales for 5 consecutive years. The Division is headed by Charles Moore. Although Charles Moore was successful in leading teams he seemed to have major issues with this team of vice presidents. According to the Harvard Business Review Chattanooga Ice Cream Case the team was very dysfunctional; they exhibited a lack of trust, high in conflict, disrespectful of each other and exhibited avoidance issues with accountability. Team members seemed to always lay blame to other member. Moore needs to be more assertive in dismissing the ways of the past and the loss of Stay & Shop business needs to be put aside. Moore needs to give clear direction and assign responsibilities to each team member. Moore needs to convey that team cohesiveness is a must and this will go a long way to help ensure no further loss of business. This paper will examine how Moore’s leadership approach contributed to the teams’ dysfunction, discuss what the group of employees themselves could do to better understand the perspectives of each other and their boss as well as make recommendations about Moore should do now to help his team work together and manage conflicts more effectively. Charlie’s Leadership Style In assessing where Charlie Moore goes wrong, it’s important to look at his...
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...My Leadership Profile Deepak Lal Jack Welch Management Institute Dr. Jamie Chesler JWI 510: Leading in the 21st Century April 24, 2016 Executive Summary All leadership styles are unique and executed via a well-thought out process. This paper reviews the leadership and managerial opportunities I have had in my recent work experiences. The experiences mentioned in this paper range from my first work engagement to the current role I am assigned as a Senior Financial Analyst. There are examples which explain the aspects that have impacted my leadership skills. This paper also examines the possibilities of inventing a unique leadership style that will align with Jack Welch's four principles and eight Rules. Furthermore, it provides the recommendations that will help develop my existing strengths based on my previous challenges as a leader and based on the DiSC Assessment. Finally, this paper will outline plans which could help lower the risk of team dysfunction and provide a means to measure the rate of growth. Support will be included from the weekly readings, including Jack Welch's (2005) book, "Winning", my "DiSC Assessment Profile" (2016), "The Five Dysfunctions of the Team" by Lencioni (2002) and other suggested readings. Introduction I want to begin with a question: How could I have done things differently that could help my company win? Welch (2005) reasons that when companies win, people thrive and grow, which opens up opportunities for more jobs and resources...
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...Ethics Case: Arthur Andersen’s Troubles Once the largest professional services firm in the world, and arguably the most respected, Arthur Andersen LLP (AA) has disappeared. The Big 5 accounting firms are now the Big 4. Why did this happen? How did it happen? What are the lessons to be learned? Arthur Andersen, a twenty-eight-year-old Northwestern University accounting professor, co-founded the firm in 1913. Tales of his integrity are legendary, and the culture of the firm was very much in his image. For example, “Just months after [Andersen] set up shop in Chicago, the president of a local railroad insisted that he approve a transaction that would have inflated earnings. Andersen told the executive there was “not enough money in the City of Chicago” to make him do it.”1 In 1954, consulting services began with the installation of the first mainframe computer at General Electric to automate its payroll systems. By 1978, AA became the largest professional services firm in the world with revenues of $546 million, and by 1984 consulting brought in more profit than auditing. In 1989, the consulting operation, wanting more control and a larger share of profit, became a separate part of a Swiss partnership from the audit operation. In 2000, following an arbitrator’s ruling that a break fee of $1 billion be paid, Andersen Consulting split completely and changed its name to Accenture. AA, the audit practice, continued to offer a limited set of related services, such as tax advice.2 Changing...
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