Introduction
Hill Enterprise is a firm that was founded by an individual with a definite goal to achieve. Over the time, the company augmented rapidly necessitating the need for a new partner to ensure the smooth running of the firm. With a new owner on board, operational changes occurred rapidly with workers finding themselves in strange position. In the backdrop of this rapid change in leadership, there was a paradigm shift in all operations within the firm. This culminated in the company registering losses and some workers contemplating on moving to other firms. This paper explores the dissimilar leadership styles and the varied predicaments that the organization underwent over the nine months period considered.
1. Strengths and Weaknesses of Hill Enterprises Nine Months
After Phil Bellows became a Manager.
Phil Bellows helped to establish formal channels of communication, with the use of charts and e-mails. This ensured quicker and faster passage of messages to the intended recipient, a reduction of time wastage by employees and increased production. The firm was able to acquire new premises for the president. Additionally, his leadership saw the introduction of information scheduling procedures and reduction in the cost of production (Knudson, 1991).
From the case study, there is a notable breakdown in communication from the management of Hill Enterprise during the nine months of Phil Bellows tenure. Robert Hill, as the founder of the firm had established an individualized form of communication with his employees. Through effective communication he was able to motivate workers to work overtime and during difficult times without complaining. This paid off as the firm made double profit and the employees were given double salary as compared to other companies. Despite the increase in the workload, Robert Hill kept face-to-face contact with the employees,