Essay on Leadership and Discrimination in Croft Foods

Although the managers at this company put forth a great deal of effort, there still lies many issues that have areas for improvement. For instance the managers lacked the opportunity to identify the organizational culture. There was an indefinite environment in which the employees were only represented with a vague framework of the culture. The importance of recognizing this is pertinent to both the employees and managers. Without establishing the organizational culture people cannot hold one another accountable, and performance begins to slip. In the same context, the quality of the product begins to slip as well. Engstrom could have attempted to distinguish this when the new plant manager, Ron Bent, came into his position. Although he strived to create a turnaround, he put too much emphasis on extrinsic rewards to validate employee appraisal verses instilling and identifying a culture that fosters it.

Paul O’Brien in 2009 became the CEO of EasiYo, a manufacturer of powder-based yogurts. With O’Brien’s arrival at EasiYo, the company has overseen a 30 percent growth in the annual sales (Jones & George 2003). With the increase of sale and exports a number of challenges have become evident including the absence of a formal management arrangement and the pressure placed of the efficiency and effectiveness of employees (Jones & George 2003). As EasiYo continues to grow into a multinational business, EasiYo must adopt a mixture of hard and soft approaches to human resource management. Coupled with Mayo’s approaches to management EasiYo will be able to overcome its challenges professionally and

The Ivanovics, although not formally educated in managerial leadership, realized that with their multi-cultural team members an indirect management style would grow the production output and would raise the morale and motivation of the workers. When McRae’s team tried to change this dynamic, especially as soon as they entered the corporation, their method backfired and was resisted by all of the employees and confidence in the leadership continued to decrease in the firm.

As discussed by Lewchuk & Robertson (1997), the organizational culture and values of the company, were simply to limit any role the workers had in the decision-making process, which was called the Fordist model. Hence, mainstreaming the production problems to the managers and leadership would enable them to better control and carry out the improvement of the workers and their products.

Corporate culture is a difficult thing to pin down. It is continually in a state of flux, elusive, and unspoken. Although corporations make it a practice to declare their mission and values, these are not the same as the corporate culture. Regardless, these elements of strategic planning may be articulated as culture and may even find their way into expressions of corporate culture. Corporate culture, in the words of Microsoft, is "unspoken, unconscious, and"¦implicit" (Microsoft, 1977, p. 16). The commitment that Microsoft made to accessibility and diversity, within its company and with regard to its products and services, is carefully and deliberately articulated and aims for integration into the "collective consciousness" of the corporation.

Kerrie are you in or are you out are some of the questions that she frequently asked herself after being assigned to find ways to cut the companies cost of 15%. Kerrie had done multiple jobs over her career but by far this was her biggest one. Kerrie got the GM position after impressing the CEO Tim Wilkes. She respected him for pointing out her strengths and weakness but even more so the advice on how to help her career. Now she had to prove it to herself before she could make others believe in her leadership. However she knew it will not be an easy task to persuade everyone such as Sam a 18yr employee of Access who felt like he should have gotten the position and showed it with his negative attitude. However Kerrie knew that in order for this to work she needed help so she developed a team of her choice that was “diverse in age education & experience”. Diversity can also be a challenge when you have a group of individuals who may be young but have multiple degrees stating that they can do the job and then you have the more seasoned individual who’s been doing the job for a long time therefore they feel that they know it all there is to know about their job. Kerrie’s team could be classified as a matrix organization that consists of many different projects that is subject

Behaviour training sessions could be scheduled to help the staff imbibe a culture of building relations through effective 3-way communications. This may call for additional expenses in the short-term, but will definitely lead to sustainable profits in terms of higher productivity and longer staff retention. An example of an agreement to improve communications could be debriefing the foremen on the decisions made after a grievance. Currently, the foreman absorbs all responsibility for the line performance and he is reprimanded by management when daily targets are not met. It is therefore also necessary to re-assess the performance management and compensation system prevailing. Ideally the responsibility of the performance of a production line should be spread between the workers and the foremen and good performance be rewarded by an incentive system. Training A key management issue is that the foremen are not equipped with the requisite tools to properly manage and run a plant. Based on employee testimony and exit survey, there is profound evidence of the ‘sink or swim’ mentality dominating. The line foremen receive only informal training and are thrown on the line. Ashley Wall had been trying to create a new, month long rotational training program for line foremen. however, was too costly for Treadway. While an intensive training for the foremen would be the best solution, a more reasonable and

One of the most important is that this supervisor’s employees were completely denied the opportunity to learn and grow. This definitely breeds resentment among the employees, as the entire staff begins to feel that shortness in opportunity is preventing them from moving forward professionally (Walker, 2002). Furthermore, a lack of learning and developing leads to low self-esteem, motivation, and moral. It was very obvious that the entire team felt this way, as they were not trusted to take on these situations. This, in turn, negatively affected the entire company, as talent was not being properly developed.

From the early 1920s till date, there has been an evolution in the relationship between management and workers with regards to manner in which work was carried out. Unlike Taylor’s principles..... ,more recent theories have revealed the need to pay added attention to innovation and change owing to the dynamic nature of work hence the development of training activities. (CIPD 2009)

When the competition started increasing and the market started decreasing, Boyer as a leader, wasn’t able to adapt to the changing environment and instead relied on his managers when its should be visa versa. The managers could not cope with the change and ended up blaming each other. If managers are set on the correct path and lead by an ambitious leader, they are able to adapt and change and once again grow to gain back their market shares.

This strategy has a number of advantages including, increased job satisfaction, improved employee self-esteem, improved communications and shorter decision-making time (Christensen and Frankforter, 2005). SMWT are also enabling companies to obtain competitive advantage within their industry. Competitive advantages achievable include, cost controls, swifter manufacturing times, more innovation and products of higher quality (Christensen and Frankforter, 2005). Garry and Glenda should develop teams that are in charge of monitoring and maintaining machinery and equipment, supervising distribution and controlling tourism and administration duties. Not only does this empower employees, giving them a sense of authority, but, also leaves Garry and Glenda with a small chain of command to oversee.

These challenges were addressed by the Royer excellent management policies regarding to Training. Domtar had 45 percent interests in a mill so to compete well they would have to invest in training rather than spending on recruitment.

All in all companies should inspire their employees to have their own opinions and think for themselves. Welch believes it is the responsibility of the company to provide the tools and training employees need to perform their jobs better. In the end, it is the manager’s job to create the vision and let their team act on it. It is best to stay away from ‘over management’.

1. I am not surprised by Ellen’s statement that her main role is to train the leaders of tomorrow. Career growth can be one of the most motivating tools that managers have. Someone will be much more motivated if they know that their hard work will pay off in the future. It is also a lot more efficient and cheaper to appoint leaders from within the company. By working their way they will know all the aspects of what the company is doing and once you have worked at a certain position it is much easier to manage that person because you would know all the ins and outs.

« I am hiring you for your strength and physical capacities. We don’t ask you thinking; some people are already here to do it » said Taylor to one of his employees in summing up his philosophy. During the 19th century, the industrial revolution spread in developed countries, substituting agriculture for large-scale industry and the same problems emerged everywhere: laziness, obstruction and a gap of knowledge between managers (white-collar workers) and the other workers (blue-collar workers). Old management principles, which fit with mass production and profit maximisation are not anymore adapted and need to be