Case Study Mr Marchionne

Our goal is to help the New Executive Director Emma Breslin restore community trust, help boost employee morale by creating unity and establishing a team environment by developing a strategic plan.

Sean should say in his memo all his concerns such as increasing profits and the attitude of the employee’s towards the company. He should also say all his aspirations for his designated department that he wanted to share with his employees.

1. The observable artifacts associated with the Chrysler culture was that the CEO was located in a penthouse office of the building which Mr. Marchionne moved to the middle of the engineering department; he streamlined senior leadership, and to the remaining 15 members he gave them added responsibility feeling that the more decisions they had to make the faster they would work to meet the deadlines; he also gave them the opportunity to take full authority to take risks without worrying about bureaucrats barriers and they were allowed to make smart decisions and to be held accountable for them (Lueneburger, 2014).

Step 4 is to communicate the Vision. When everyone in the company understands and believes in what the company stands for, it creates a sense of unity and will reduce resistance to change. Communication is the key. Training will be implemented, but if there are any additional

I would make the following recommendations to Mr. Wallace in the following order of priority: (1) environmental scanning, (2) strategy formulation, (3) strategy implementation and (4) evaluation and control. Environmental scanning is the monitoring, evaluating, and disseminating of information from the external and internal environments to key people within the organization (Wheelen & Hunger, 2006). By utilizing environmental scanning the three groups will need to rely on one another and work together to help create a sense of camaraderie and respect which will help to eliminate the "finger pointing". The second recommendation strategy formulation deals with the creation of a mission statement that will help to outline the company's purpose and the

The whole plan is to be able to gain the support of high quality staff, who will strengthen the capability to achieve and obtain company and personal goals. There are a few things that need to be taken into consideration and they are review of current or new position, reference always to operational plans of the company, preparation of all information including draft

The second thing that I feel is an important guiding principle for organizational management is respect. Treating others with honesty, dignity, and respect is important for a manager as well as being sensitive to his or her employees, appreciating their value to the team as well as their diversity, experiences, knowledge perspective and ideas. A good manager will try to build their employees up and gain employee engagement. A friend of mine worked at a manufacturing company in Calhoun, Georgia and he had been with the company for ten years. The company was known for its high turn over and he soon got a new manager this took a sour turn because my friend no longer felt valued by the manager or the company and in turn, he gave little effort to his work and eventually found another job. Employee engagement and respect are the keys to keeping employees happy and motivated. Lastly, employees will do their best work when they feel respected, valued and part of the team. It is important for a manager to help build up their employees by helping them develop skills, welcoming new ideas,

Planning the change – Ensure that all research has been completed; examine the organisational structure, job descriptions, and performance and compensation systems to ensure they are in line with the vision.

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

“One of the key tasks of leadership is to give an organization a sense of direction” (Hill, Jones, & Schilling, 2015). Organization leaders need to set a clear vison for the

Have a clear focus on vision and aims. Understand where the organisation/team is and wants to be.

You also must form a powerful coalition and create a vision for change. This begins with strong leadership and effective communication skills in order to communicate your vision. Another step in the process is to remove obstacle or barriers that may block or prevent change from happening. You must also motivate the team along the way by creating short term goals, building on change and anchoring the changes in corporate culture. Kotter put an emphasis on step one which is creating urgency for change. You must be convincing and open when presenting this change to your team to gain their support. It is important to give scenarios, show the benefits of making this change and the drawbacks of not making the change.

In times of uncertainty and failure I believe that a transformational leader would inspire performance and creative behaviors in their employees to meet the emerging needs of their organization. I believe that the transformational leader would have the ability to motivate his or her employees and inspire them to trust and be loyal employees. Additionally, I think that a transformational leader would continue to maintain daily operations and continue to stimulate their employees to perform with confidence to achieve the goal and meet the standards of the organization.

If I were the new director of an art gallery in New York City, I would utilize a mixture of transformational leadership and situational leadership styles. Transformational leadership is "based on mutually beneficial relationships between leaders and followers whereby the leader is seeking to promote growth and real charge" (Shriberg & Shriberg, 2011, p. 78). Since the twenty employees have opinions of the former leader and how the gallery should be run and the stockholders also have input about what art to display and events to hold, the past managerial style did not sufficiently unify all stakeholders in the business. Utilizing the transformational style of leadership, I would strive to get everyone invested in a shared vision of what the gallery could be. I would listen to everyone 's input because ideas can come from unlikely places and everyone needs to feel that they are a valued part of the whole company. Studies conducted on transformational leadership show organizations led by transformational leaders perform at higher levels and have a higher satisfaction rating, by workers, than organizations led by other types of leaders (Riggio, 2009, March 24). There are four aspects of transformational leadership. They provide intellectual stimulation by encouraging employees to think outside of the box. They give individualized consideration by acknowledging each employee as an individual. They offer inspirational motivation to help employees have a passion for the shared

Harmswell might rethink his attitude towards constant improvement and give her more freedom to have a positive impact on the organization.