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What are management styles all about
3 management styles in business
3 management styles in business
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Executive Summary Alex Sander is the new product manager at Landon Care Products Inc. Alex has a BA from Stanford University and an MBA graduate from Massachusetts Institute of Technology. After being with the company for over a year, Alex successfully rebranded two skin care products. His talent is attractive, however, some employees feel uncomfortable working with Alex’s style of management. Feedback from Landon’s 360° performance review revealed that Alex is excessively critical and aggressive towards his employees. Alex believes that his temper is used as a management tool. However, this creates a toxic workplace and can put his managerial position at risk. Sam Glass, product team supervisor at Landon, recognizes Alex’s talent and potential …show more content…
Alex has a BA from Stanford University and an MBA graduate from Massachusetts Institute of Technology. After being with the company for over a year, Alex successfully rebranded two skin care products. In 2007, Landon was acquired by a multibillion dollar beauty company, Avant-Garde. The company recognizes Alex’s talent, however, some employees feel uncomfortable working with Alex due to his aggressiveness and criticism. To maintain a well-balanced workplace for all employees, Avant-Garde is implementing a 360° performance review at Landon. Alex wants to focus on his new Nourish product launch and thinks that the performance review is a waste of time. Alex understands that he can be vigorous and has a temper, and he believes that the 360 will give him negative feedback that he already acknowledges. However, being insensitive and overbearing towards his employees is quickly creating a toxic workplace and can put his managerial position at risk. Alex undoubtedly has a strong ability to achieve success, but in order to secure a long term position, Alex must understand how to motivate others and become a true leader at …show more content…
Students who are accepted into prestigious schools like Stanford or MIT are very intelligent. His years of education has helped him develop a mindset of timeliness and success. When translated to Landon, Alex implements his strong mind and skill set to work at a strenuous pace. Alex also has a history of adventurism. He rock climbed in the Sierra Nevada mountains and backpacked through Asia. Both activities depend on movement because slowing down can waste energy and hold up other people. This has taught Alex how to navigate forward at an efficient
In the past, Jeffers leadership style utilized castigation when the staff or artists expressed their concerns and instigated action in a negative manner. As a result of his approach, organizational vice presidents resigned, and artists declined to renew their contracts. After all, leaders culpable to aid their staff reach beyond today and enable them to envision a better future (Leider, 2004). In effect, a paradigm shift needs to occur at Fortuga and Jeffers must strive to be approachable, treat his employees as customers, consider themselves part of the team, and encourage feedback. In other words, engaged employee will endeavor to achieve organizational goals (Box & Byus, 2009). Overall, these tactics can unite a team of individuals committed to the visions and goals of Fortuga Artisans. In this case, Jeffers is a narcissistic leader with a meager capacity for introspection. Due to the fact he lacks the aptitude for reflecting on his behavior, the team at Fortuga must adhere to a strict code of accountability. The accountability theory states the employees and peer are culpable for creating a culture of responsibility and evaluation within a community (Nelson & Hogan, 2009). As a result of the criteria setup, an organization such as Fortuga can established measurements and
Ms. Powell is a leader who gets results. She uses three distinct leaderships styles. These styles are authoritative and coaching. Amazingly enough Ms. Powell is very flexible and able to move between the three rather easily. When using her authoritative approach, she is acting as an expert and defines goals for her team ("Authoritative," n.d.). Usually, authoritative leaders allow their team to figure out the best way to achieve the established goals. However, this is not the case, nor the preferred method as a Mary Kay Independent Beauty Consultant. Instead, Ms. Powell provides a step-by-step path to success that is provided to her from the Mary Kay Cosmetics Headquarters. These step-by-step guides are considered training and provide the requirements to achieving specific levels of professionalism within the company. Thus, these leaders tend to look for people to work with them, people who can mobilize toward a vision (Goleman, 2000). Ms. Powell displays this characteristic when working with her beauty consultants. However, another major characteristic of Ms. Powell is she recognizes that not all of her consultants will be as energetic or eager as she with regards to selling cosmetics. Therefore, she moves toward a coaching style of leadership.
“Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” William Pollard’s, a 20th century physicist, words show us the power of being proactive, and igniting change to strengthen a company’s productive climate (Sellers, Boone, Harper, 2011). Acme Airlines flight attendants lacked incentive to improve the quality of their work, as a result of distrustful management and overall frustration within the company. Acme took successful steps to rebuild their FA program into a more relationship oriented work environment. Through an understanding of effective leadership, we will use the
In this assignment, both control in the workplace and work satisfaction dimensions will be analysed at length. Relating them both to the case study of the Sports Direct Company and other relevant organisational theories; such as scientific management. Sports Direct was founded in 1982 by Michael Ashley in Maidenhead. In 18 years, ‘Mike’ Ashley expanded internationally opening stores in Belgium, and just seven years later listed his company on the London stock exchange. It was that listing that really kick-started Sports Directs’ exponential growth. 2 years later in 2009, Sports Direct established market leadership after their sales exceeded £1.0bn (Sports Direct, no date given). This information presents Mike Ashley as an entrepreneurial genius,
Dr. Sutton highlights what it takes to be a good boss. People that work for a good boss are 20 percent less likely to have a heart attack (Sutton, 2010). Dr. Sutton wrote that teams with stronger leaders cost the company less money and achieved their work better (Sutton, 2010). Engagement and performance of employees were based upon their direct boss and not if the company was good or bad (Sutton, 2010). Most bad bosses have employees who have check-out: actively disengaged, and undermine their co-workers accomplishments. Managers have to find the balance between performance and humanity to be successful. Performance is about doing everything possible to help followers do great work; while humanity is about employees experiencing dignity and pride. Treating managerial work as an endurance race instead of a sprint race with small wins will lead one to becoming a good boss called grit by Sutton. Sutton believes that good bosses walk a constructive line between being assertive and not assertive enough with guidance, wisdom, and feedback that he called Lasorda’s law (Sutton, 2010).
In the beginning, Ms. Geis would quietly sit quietly during entire managerial team meetings, but now she is more confident in her abilities, position, and will speak up. “Now I give my opinion or raise questions to ask. Sometimes, I may raise a concern that gives ...
Coaching is not an easy task and figuring out the best way to lead and guide employees can be overwhelming and challenging. Alex is now in a position where she has to be a motivator, leader, and a coach to several employees. She needs to understand the concept of coaching and the behaviors that go along with her coaching style. The concept of coaching helps develop and grow employees to achieve performance improvement, but it also helps the managers see how the employees embrace their job tasks and asses their results in comparison to the overall mission of the company (Bawany, 2015). Therefore, Alex needs to look back at her previous managers and determine what qualities and behaviors they possessed in order to improve her performance. Also, she must look at what personality traits James has and look at his previous managers to see which manager coached James to perform the best while working for the company.
Typically, this is not a healthy approach to take especially if the organization is already an established one with structures and guidelines that all employees are laid to follow (Miller, 2012). From this point of view, Josh is very unprofessional and his case evidently reconfirms the global mantra on employees within the millennial age bracket. It is then true that the millennial generation has a rather skewed approach to the attainment of their desires, with a construed imagination of success that is not respective of planning and assessment of risks. Josh after mentioning his suggestions to Sarah and she turn’s them down due budget inefficiencies; he takes a bolder step and approaches the CEO with the same idea. Fact is, regardless of whether or not his ideas were good, it needed a determination of that, done through concept assessment and evaluation. Critically, the behaviors and the manner in which Josh handles his employment is not so fairly warranted and it can only be fair if a conception of this and such ideas and approaches are alluded as null and irrelevant hence the assumption that generation Y’s attitude in the workplace are not so good for growth in any given
In 1984, new CEO Owen-Jones began pushing for L’Oreal to become the largest cosmetics firm in the United States. In order to accomplish this, the company began assessing acquisition opportunities that would broaden L’Oreal brands throughout the U.S. The first tw...
As Director of Human Resources for People, people who need people.com, I have created the following training proposal which will include common problems that occur when managers complete performance reviews and suggestions for supervisors on how to eliminate or reduce these problems.
Performance appraisal is perceived by most as a tool to reward or penalize employees for their good or bad work respectively by the end of a year. This notion is a challenge in itself to deal with. The whole exercise becomes dull for both supervisors and their subordinates and they tend to look at it as an additional responsibility which they have to finish. In the end, there is little or no value addition for either the employee or the organization. There are, however, better ways of looking at and conducting performance appraisals. It can give much needed feedback to both performers and laggards to improve upon and if done properly can even boost their motivation. More importantly, they provide a chance to employees to have a say in their goal setting and thus aligning it with the departmental and organizational goals. Also, the process itself has a value in team making.
1) He is facing huge protestation from the employees due to their angriness. This is because the employees are resisting the change in the organisation which is break out in the form of their protesting nature.
Employees from his department have complained about the rudeness and controlling attitude demonstrated on a daily basis, causing a high turnover rate. Jack’s leadership style has been described as “old school” while reflecting an “it’s my way or the highway attitude. Not only have the employees from his department made several complaints, however, his aggressive and controlling personality has affected several employees from outside of his department. He is known to be bossy and rude and does not like for others to contribute their ideas in any fashion. Employees have made complaints of being belittled by him and it has been reported that he speaks negatively about his staff with other
Creating the right work environment is priority number one for every CEO. Employees at all levels must feel proud working at the company and the CEO should make sure that they have the chance to feel that they are adding value to the company's operations. The golden rule of 80/20 can be a very useful tool to make sure that the CEO provides positive reinforcements to his or hers employees. For every interaction with an employee, the CEO should try to say four good things about that particular employee's work and one slightly bad. In this wa...
Although performance is a major objective at top organizations, successfully addressing poor performance is also a key focus. Although many employees feel or dread performance appraisals they are directed to enforce clarity with individual employees day-to-day work-load, performance appraisals develops responsibility while making employees accountable for performance expectations, reinforces future career planning, helps the organization with determining training needs, and provides a stem of documentation for legality purposes. Performance management in detail is much broader than many employers, and employees assume and necessitates so much more. Proficient appraisals should represent a summary of on-going dialogue. Focusing only on an annual performance evaluation leads to misrepresentation of the performance management process in its