The Nuclear Tube Assembly Case Summary

The industry is in the sinking market as sales are declining for the last two years. Gilcrist must avoid re-establishing the company in a sinking market, but to make innovation and change. She should invest her marketing budget into the power boat segment of the industry and expand the company or even move the company to a different location. The challenge for Gilcrist will be to stimulate employee creativity and tolerance for change due to her new directorship as president.

The founders of the Lincoln Electric Company left a legacy of an organization culture that promotes high productivity through sound management policies which have stood the test of time. The exponential growth of the company after the death of James F. Lincoln was a direct result of the establishment of a rich culture mix based on values that were widely shared and accepted by the members of the organization. Management empowered employees to become part of the decision making process through the contribution of ideas through the Advisory Board which was elected by the employees from amongst themselves. Reward management systems and all the other artifacts of the Lincoln Electric’s distinguished strong organizational culture will be analyzed in greater detail in this essay.

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).

The use of the competing values framework was demonstrated through Ralph Langley’s management style. He leveraged the four distinct models collaboratively as he led the production staff of the nuclear assembly room. His management approach help lead to the following: an increase in profits for the tube manufacturing operations, team cohesiveness amongst the production staff, individual ownership and problem solving during the production process, staff pride in meeting production goals and deadlines, and respect as well as admiration for management in the assembly room. The current positive direction of the nuclear assembly room staff under Langley’s leadership was in contrast to the department two years prior to him assuming the role as general foreman. It can be concluded that Langley displayed mastery of the competing values framework within the scope of his role as general foreman for the assembly room at American Radiatronics. He was able to develop a word class staff that was able to work as a team to accomplish the goals of the production unit and the company.

Bateman, T. S., & Snell, S. A. (2009). Management: Leading & collaborating in acompetitive world (8th ed.). New York: McGraw-Hill. Available from theUniversity of Phoenix eBook Collection databaseDisney, March 2009. Corporate Responsibility Report, Retrieved from on 5/28/09http://corp

The assessment of internal factors analyze inside the physical confines of the organization. These factors are within the control of the organization. The internal assessment considers plan implementation, structure, culture, innovation, diversity, ethics, processes and technology. All of the factors can have a grave impact on the success of an organization. This is why the planning function of management is so important. Technology is rapidly changing, and for a business to succeed it must change with the time to adapt to

A leader is often judged on their effectiveness. The more effective a leader is, the greater the following, and the better a business functions. In my six years of service as a member of the club staff at Topeka Civic Theatre and Academy (TCTA), I have had the privilege of working under a leader who, over time, has become one of my greatest mentors. Eddie Shirron, age 69, has been the Club Manager at TCTA since March of 2003. He oversees the operations in the “club” – the portion of the theatre that includes snack items, beverages, and overall hospitality for the patrons of the theatre. The club has approximately 85 part time employees, who Eddie supervises. After spending six years in the club, I have yet to meet an employee who did not have the utmost respect for Eddie.

This case was prepared by Associate Professor Marc L. Lipson. It was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright  2010 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation.

Throughout this case study, Gary, an employee at Brewster-Seaview Landscaping, goes into depth in explaining this business’ work dynamic. In the process of analyzing Gary’s description, we are able to extract various leadership styles which are exhibited by management. As we will see, Joe and the new supervisors’ leadership styles differ and definitely impact work outcomes.

“A big part of achieving success, according to Barnes, has been moving the corporate culture towards one based on teamwork and integrity. As a leader, I need to instill the right culture and values that will stand the test of time” (Routson, 2009).

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.

The internal process perspective looks at the company’s processes that are most important in satisfying the customers and shareholders. One of DSW’s objectives is to maintain or decrease operating expenses. This objective may propose some challenges, as though there will be a cause-and-effect relationship – when expenses are decreased, typically, quality of

1. The main Organizational Behavior problem in “The Overhead Reduction Task Force” case is in creating a leading an effective team, specifically “Office of the President” team. Williams is fretting nervously and rightly so. Our take on the situation is that Dixon just “threw him under the bus”, by putting him in charge of the team and leaving for much needed two weeks vacations after being on the job for one week.

Bob fashioned a management team based on trust and openness. He wanted his managers to be committed to eliminating hostilities that lingered between the stamping and components operations within the plant as well as between hourly and salary employees. He was also looking for people who would support his informal and highly participative management style and who would work to increase the level of involvement among Parma?s hourly employees. Bob was successful in keeping weekly floor board meetings so that union officials and superintendents discussed plant floor issues and by doing so, engaged them as active and productive in decision making. He also kept biweekly meetings with his staff and the Shop Committee chairman, the president of Local 1005, the Shop Committee members to continue and keep a high level of team work, communication, decision making and as a vehicle of power for this group to exercise change at Parma.

The internal environment consists of the inherent competencies of the firm and the structure of its internal systems and processes. It is imperative for the organization to conduct an internal analysis