Case Study: Electrolux

As noted, brokers and innovators are the leadership roles associated with this model. The role of the broker is to build and maintain a power base, negotiate agreements, and present ideas. The innovators role is to be creative, initiate change, and sustain new ideas and changes. In this case, Langley exemplified leadership roles by single handily changing the mentality of the department soon after he took the position. Although this was a much-needed change for the departments personal, he did not show innovative characteristics by failing to create change regarding the production of tubes. Major change is needed in the process of the tube production. It has been noted by Harold Singer, “ The products and process here now are what they’ve traditionally been from almost the start”. This indicates that Langley needs to innovate and create new tactics and processes for the tube assembly. This would help American Radiotronics Corporation reach its goal of making the department a model show play for the company. Langley’s ability to quickly change the mentality is proof that he has innovative managerial skills. He must keep using these skills to help develop the department.

In my opinion, one of the main conflicts existing in the company is caused by the lack of communication and the human resource management. In order for the development of the company, Mr. Heubel should promote participation, open process to produce commitment, maintain a balance between human needs and formal roles , develop relationships and keep people involved. He should also strengthen the communications and exchange information, needs, and feelings for involvement. Greta should also communicate with his father and brother effectively to solve the conflict and helped to create a free environment for cooperation and communication.

Another conflict will be inefficiency. Yes, different people must perform different tasks in their organization, but Newskool is boundaryless. When Gerd, the founder and the CEO does not satisfy, he asks his employees to redo the work tasks. It will cause a waste in resources as Gerd perceive something differently from his diverse employees. Sometimes, it is good to have hierarchy as people can know who to refer, which department to function and so on.

This case study analysis was written based on the journal How Do You Get Anything Done Around Here? Written by Marian L. Houser and Astrid Sheil. This article has describe that how organization communication theories and perspectives works within a family company.

“In order to be successful in that case Mr.Dees manages the conflict constructively. He generated the current solutions and searched fort he common acceptable solution. Also asking to the team members shows that he triedto figure out what they have learned. In addition to this, he gave importance on Rational Goal Model and to its analysis. He focused on providing a vision that inspires followers and justifies the organization. To achieve this vision, the steps needed to be taken were clarified fort he optimum effectiveness.”

Ludmilla and Igor, the founders of Iggy’s Bread of the World, had a fairly defined objective of the type of communication network they aspired to create in their growing company. As the case study outlines, the mission statement clearly emphasized that the owners wanted to cultivate a very communicative and caring environment. The following excerpt from that mission statement illustrates many wonderful characteristics designed to achieve that goal; “Our priority is to learn to work well together, and to create an environment that fosters communication and personal growth. Honesty, mutual respect, sharing and caring for the people and the planet are the values on which our business is based.” Both of the founders had a

A leader has a role that can impact others to be more operative in functioning to attain a common goal and maintain effective working relationships amongst group members (Johnson & Johnson 2012). This makes leaders in groups considerably important in shaping individuals (Johnson & Johnson 2012). However, conflict arises in groups and becomes difficult to manage when a leader and the followers lack the skills to manage conflict as a team (Johnson & Johnson 2012). Leadership and conflict resolution skills must exists between leaders and followers in order to manage conflict (Johnson & Johnson 2012). Also, it is possible for followers to teach leaders how to lead and resolve problems since followers can play an active role in building relationships amongst group members (Howell & Shamir cited in Johnson & Johnson 2012). Since followers and leaders both have significant roles in accomplishing the group goals, they both have a role to manage conflict effectively as a group (Johnson & Johnson 2012). This essay will discuss how leaders have an important role in managing conflict and likewise with followers having important roles in managing conflict. Conflicts, the various types of conflicts that happen in groups and the reasons behind the conflicts will be mentioned followed by approaches that can be taken to help manage struggles within groups. The methods can be used by leaders and followers in order to manage

The company’s objective is to enable business and operational success through integrated world class solutions and development by utilizing the organizational restructure of the Engineering and R&D departments. Having a centralized organization with a decentralized engineering department makes meeting the company objective quite difficult. Also, if the company’s objective does not align with the department specific objectives Campbell Soup is setting their selves up for failure. Sales and Marketing are concerned with increasing market share and gaining profit, while the Plants are worried about operational performance, and Engineering is focused on individual parts of the system. In order to have a successful company

The first problem to be identified is the cross functional teams’ inability to communicate effectively. The purpose of a cross functional team is to put people with different

Consider the performance problems within the R&D division at Medtek identified by the consulting team. Specify the organizational incongruencies within the R&D division that are driving these performance problems and preventing Medtek from becoming a more "dynamic, innovative R&D division."

Also, talking to Bob Shaw will eliminate the tension of going thru different people in making follow-ups on the status of the products. Heather will be able to save time and effort by going directly to Bob.

In observing the Franklin Company, it is evident that there is a need for change to help the company with its present problems. The managers’ perception is that the organization is in a state of volatility. Which has resulted from a lack of growth in sales and a competitive advantage. There is a felt need to ascertain new ways of doing things. In the Franklin Company situation, it was revealed that every department has its own ideas and feel they have the right answers to overcome their problems. They all want to play an important role in the company growth, however they have different perspectives on how to fix things. No matter what level of professionalism is involved, conflict is inevitable. For example, there are several issues that hinders the departments communication, collaboration and trust. In order to implement change, all three key element need to be present but they are often hidden. After the meeting with the management team, a OD practitioner decision was made to plan and implement structural, technological and behavioral strategies to improve the condition and functioning of the Franklin Co.

These minor details are what set Electrolux apart from the competition. The company’s ability to function as a team allowed them to gain different perspectives and create in a shorter time period than the rest. The case study proves that when it comes to the consumers, they do not care about price as much as they do effectiveness. If the product gives the consumer exactly what they need and want, they are more than willing to pay the price. A company’s success depends solely on each department’s ability to function as one and without teamwork this task is impossible.

There are many potential sources of conflict. Today’s organizations are characterized by complex relationships and a high degree of task interdependence, so friction can easily occur. Moreover, the goals of the parties are often incompatible, especially when the parties compete for limited resources (Weihrich & Koontz, 2005). This holds true for Tupperware Brands, as there is a high degree of task interdependence between the departments comprising each division of the corporation. Hence, friction can easily occur also, especially that each department has their own goals to achieve that may or may not be in favour of the goals of the other departments.

This case is about implementation of a new “shared vision” concept within The Analog Division of Motorola Company. In 1993 Analog division was a major manufacturer of analog products in the world and had its divisions in many different countries. In other words the division had strong global presence. In order to create more efficient global company, Alison and John have decided to develop new shared vision within The Analog Division where managers would be involved directly and indirectly in the decision making process. Before the new vision development, Analog Division and its managers was very limited in decision making. Because they had such a strong global presence their