The Consolidated Life Case Study

The Office was an NBC Mockumentary that for nine years followed the day-to-day operations of a mid range paper supply company called Dunder Mifflin. The office manager was an eccentric, at times wildly misunderstood man named Michael Scott. Throughout his time as office manager, Michael led his employees through the gamut of human emotions. In some situations, in the real world, many of the situations that Michael found himself in may have ended with him on the receiving end of a lawsuit. Michael had a particularly challenging time resisting the urge to sexually harass his employees, not just the female employees, but the male ones as well. Due to the numerous inappropriate incidences that Michael caused in his own office, I feel strongly that Michael Scott was not fit to be the office manager at Dunder Mifflin.

With that in mind, leadership theory has identified four management styles--authoritarian, democratic, participatory, and laissez-faire. There is inherently nothing wrong with any of them; all have their place at any given time. But it's the communication aspect that is important when implementing any given method of leadership that makes an organization rise or fall, and determines if respect is retained or lost within the group. Stated another way, the problem does not lie in the styles themselves, but rather in the presentation.

The approval of others is very important to Michael, and he desperately tries to be the friends with his employees, despite the fact that he is their boss. On the

CFT/ Treatment team meeting was held at the LifeTies program located in Ewing, NJ for Dwayne Arroyo (youth). In attendance were Jasmine Alexander (CM), Stephanie Mansfield (Residential therapist), Vivian Harmon (Program Director), Madeline Lloyd (CCS) and youth. The SNA and JCR will be completed by LifeTies.

Jack’s leadership or management style more aligns with the authoritative style. He leads with an iron fist by being firm but fair. This is observed in the way he deals with those that go against him. In the one scene it shows the boys whipping a boy for an indiscretion he has done. Jack does not stand for those that steal, lie or cheat and he makes this clear to the group through this action. He has given them enough clear direction that he does not

A leader is the foundation of the organization, the individual who represents the values, purposes, and direction of the organization. A leader is one who creates connections between members of an organization for the purpose of promoting increased performance and quality results (Sullivan & Decker, 2009). Leaders motivate, console, and work with people, to keep them bonded and eager to move forward (Stanley, 2006, pp. 33). The leader is an individual who has his or her own personal goals and want to show everyone what he or she has to offer others. These traits are needed to inspire the employee and make him or

On the other hand, the directive leadership occurs when the leader tells his subordinates exactly what they are supposed to do. This type of behavior involves planning, making schedules, setting goals and behavior standards. Directive leadership is used most often when the subordinates need clear directions and authority. People working under directive leadership find that it is easier to be told what to do as opposed to thinking for themselves. The directive leader has the propensity to pursue goals with energy and persistence. He can also be task-oriented because he is more effective when the situation is in his favor. He can excel because the task is clear and he has the power.

392). Of the four types of organization cultures in Daft’s (2013) book, this student’s spouse stated that they were bureaucratic and with the help of the new director, the rehab department moved toward a clan culture. A bureaucratic culture “has an internal focus and consistency orientation for a stable environment” (Daft 2013, p. 402). As a bureaucratic culture, CVMC had strict policies and procedures, the past director dictated how the employees work schedule, and workload should be and those employees unwilling to conform were replaceable. Unlike the bureaucratic culture, the new director has taken the clan culture, which “has a primary focus on the involvement and participation of the organization’s members and on rapidly changing expectations from the external environment” (Daft 2013, p. 400). Furthermore, the clan approach at CVMC Rehabilitation Department is evident by having employees step back from profitability, have longer lunches, thus allowing employees workload to decrease. This change of culture was a necessary feature to help decrease employee turnover.

The company lays emphasis on its culture, which entails individuality, infirmity, growth, non- conformity and pride in what the company produces. It also focuses on providing excellent wages and benefits, superior training and advancement opportunities and also providing excellence which is the key to success for every business.

For the Management section, it is apparent that Mike has internal employee issues, as the majority of the employee have been written up more than once and some as many as six times. Tim cannot allow the employees to ruin the coffee shops reputation.

Kouzes and Posner contend, “Leadership is not simply about your own values. It’s also about the values of your constituents” (p. 57). In other words, a good leader will sense the values of others around him. By realizing the values of others around him, a leader can enjoy a heartier level of commitment from them. A leader is foolish to ignore the values of others within the organization. Hans Finzel (2007) defines culture as, “the shared values and behavior that knit a community together” (p. 156). In other words, the values of those within an organization make up the culture of the organization. A prudent leader will be aware of the company’s culture if he desires to bring lasting change. Furthermore, Finzel argues, “It is impossible to initiate change in an organization without first understanding its culture” (p. 175). The basis for Finzel’s argument is that without a leader’s discernment of the shared values of the organization, change will not

Management styles are wide and varied across the entire world of work. The specific type of management that works for one particular set of workers does not always work for another group of employees. Almost everyone has come into direct contact with a manager at some point in their careers. It is the relationship between the employee and the manager that must be keenly developed; in order for an office, factory, restaurant, or similar organization to run smoothly and effectively. When an organization is being managed efficiently, workers are much more upbeat, production levels are optimal, and the overall working environment has a fragrance of positivity. In sharp contrast, when an organization is ineffectively managed, more times than

There are so many definitions of leadership and it is difficult to establish a specific definition;

The three main assumptions of the human relations model state that: people want to feel useful and important, people desire to belong and to be recognized as individuals, and these needs are more important than money in motivating people to work (Papa et. al, 2008). Mary Ann ultimately did not recognize any of these assumptions when deciding her management technique. The first change Mary Ann would implement with a human relations management perspective is allowing her subordinates more opportunity for feedback. Mary gave black and white instructions for task delegations with her classical approach. By implementing a human relations perspective, she would have allowed for the subordinates to give input on how they could best contribute to the job. Instead of assigning tasks before feedback, Mary Ann would have been more open for suggestions in the roles that her subordinates played. Mike would have been able to explain why he was ineffective in his last job scenario and also given the opportunity to explain that he is ready to take on more responsibility.

| When leader use his power to punish or penalise his subordinate to control their behaviour it is known as coercive power. Such power is based on the extent to which a leader can punish in order to control his subordinate. This power varies from one leader to another (Wood et al, 2010).