Goodbye to Happy Hour

There are many external and internal factors that impact the planning functions of management. We must all be mindful of these factors because they could have an enormous impact on organizations productivity. The process of assessing the external and internal factors that an organization will face can be vital to the planning function of management. One must determine a set of issues and constraints and then list the assumptions that will impact the implementation of the plan. The environmental assessment develops understanding of external and internal processes that influence the organizations success rate. The purpose of the environmental assessment is to identify and analyze the key trends, forces,

She lacks of organizational skills by having her work area disorganized with documents every area of her work

In addition, Craig fails to use his managerial position to delegate second level tasks to others, who are capable of handling those tasks. By focusing on second level tasks, Craig loses time and effort that could have been used to accomplish important tasks. When individuals at work focus only on what is urgent rather than what is important, organizational problems such as poor delegation which was previously mentioned, poor organization at work, and weak organizational hierarchy tend to occur. In this case, poor delegation of tasks makes it difficult to organize work activities within the company. Poor organization makes people less efficient and less effective. Less efficient and less effective individuals lead to weak organizational hierarchy. A weak organizational hierarchy can lead to a decrease in the overall productivity of the company.

The purposes of this case study are (1) to list outward manifestation that indicate that organizational results could be improved and (2) explain leadership theory, organization behavior theory, and all the personal and structural sources of conflict evident at the Brewster-Seaview Landscaping Company.

I am responding to questions #1: is Jane’s need for control in conflict with the principles of Symphonology and complexity thinking? And question # 3 How can Jane make sure the staff is more involved in the functioning of the unit and its decisions?

1. John and Hilda may not have the knowledge or skills to evaluate and change performance levels of individuals or teams.

“Assigning team leaders that are both task and relationship-oriented” - Emma is not leading or driving a productive meeting; shift members around to work collaboratively;

Analyzing the case study mGames prepared by Scott Hill (2002), several problems were identified as contributors to the issues the organization is going through. These consist of poor listening skills between the different levels of employees, lack of communication during important decision making endeavors, and ineffective group relationships.

Once David had made the decision to form a team, he started by hiring Brian Doyle. Brian was a seasoned consultant and would be able to offer knowledge in high-technology. Although, David had been working on this concept for some time, he failed to ensure all the stakeholders had buy-in. He did talk to a few people within the company, but never had a formal meeting with Whitney to outline his goals for the team. Also, David expected Whitney and Brian to work on any crossover of stock analysis among each other without his assistance. However, due to the past one-on-one working relationship between David and Whitney she was ill prepared for how to deal with Brian or his role within JFP. David compounded this by not providing leadership, guidance or accountability when he

Ms. Clifford provides project management, stakeholder management, and technical expertise for multi-disciplinary environmental permitting and regulatory compliance projects. She is experienced with managing technical teams for both large and small projects and serves as the lead on projects undergoing the federal, state, and local environmental review processes. She oversees field surveys, review of permit applications, and development of National Environmental Policy Act (NEPA) documents for commodities, energy generation (natural gas, wind, and coal, geothermal) and transmission (electric and natural gas) projects. Ms. Clifford specializes in coordinating public involvement efforts for controversial projects and conducting analysis of

The third error is leaders lacking a vision. A successful transformation according to Kotter requires “a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees.” A vision clarifies the direction of the company and helps to create motivation. The fourth error is then undercommunicating the vision by a factor of ten. In other words, Kotter suggests leaders must use every opportunity possible to communicate the new vision and strategies to the entire organization. This is followed by the fifth error of leaders not removing obstacles to the new vision. Organizations should allow members to make changes to their areas of involvement. People need to be empowered in order to be part of the process (Kotter).

We believe the cause of the poor unity and structure derives from the lack of input and guidance from the top executives. Stated above, the executes only get involved when a problem already exists. This makes it seem like they are being reactive and not proactive when guiding this team in completing the objective they were assigned. In any new program, guidance is going to be a necessity for success. This is especially needed in this case due to all of the minor issues and diversification of employees involved.

In Lisa Benton’s case, there are several leadership issues concerning her Product manager Linton, the Associate Product manager Scoville, and Vernon, the Group Product Manager for Air Fresheners. Benton met her supervisor, Deborah Linton, just in her first day, because she had not met her during the interview process and this first meeting shows different lacks in Linton’s leadership style.

She seems uninformed. The Case Study also shows she has an unwillingness to listen to colleagues’ views or opinions. There is no clear line of communication between the other managers and herself. She seems to feel as though she has full control over all aspects of the park which therefore undermine the other staff as they feel their position is being compromised. This shows role ambiguity as members of staff are unclear as to what their role involves.

The employees have to bear a huge pressure on their shoulders from the hierarchy. They work more than they should (up to 10 hours a day, they work overtime and even during the weekend). Besides, they have no professional recognition, and thus, no esteem of their work. They feel no support from the leaders and have the same feedbacks, whether they have done good work or not.