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About strategic management
• Factors impacting on leadership style
Research on strategic management
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Question : What were John Clendenin’s constraints/barriers to accomplishing his objectives and why? Where did he have leverage and why? Following are some of the constraints Clendenin have to accomplish his objectives: The quality of MDC work was very much dependant on the support staff. He did not have a wide pool to choose resources from. The only resources available to him were the ones that others were willing to let go. These guys were probably not the winners in their own department and that is one of the reason the MDC department was looked down upon by many others in XEROX. According to the case they were staffed with stray cats and dogs. Clendenin success at his job did not go well with his colleagues who have long term logistics experience. Every time he was planning to take an …show more content…
Moreover the customers of MSDC were the lower level purchasing managers and according to Clendenin their interests were not always aligned with the interests of the company. To revamp MSDC new role, Clendenin needed support and approval from CISB. It was quite difficult for him to talk to those guys, as they were quite high in the reporting level. The manager who was heading the MSDC department quit the job and Clendenin has to manage the extra workload. This created an extra pressure situation for Clendenin. Clendenin was short on budget and resources while heading MDC. He was not allowed extra resources and can only ask for money that will save the same amount in the same year. Moreover there was animosity from the members in the steering committee regarding budget. They were not happy with MDC using their money and telling them what MDC found out on their external benchmarking trips. Clendenin had a leverage in some of the following situation/scenarios : Clendenin had served in the Marines as a Major before going for him MBA and joining Xerox. He
Managers and supervisor did not get comfortable with Dicks routine. Dick would be sure to bring any issue to managers and supervisors. He felt under heavy pressure and believed that the home office and the president were keeping a close eye on him. This drove Dick to withdraw into the plant and cut of his second wife and child from his life. It is clear that a goal that Dick is a cost cuter but he has not made it clear what he manages. Managers do not describe themselves simply as a manager but qualify their occupation by referring to exactly what they manage (Hales, 1986). Dick has not described what he actually manages, which is an important statement he must make to take the role of manager (Hales,
Calhoun, John C. The Papers of John C. Calhoun. Robert L. Meriweather, W. Edwin Hemphill, et al., eds. 16 vols. Columbia, SC, 195
in low service for clients and affected employee morale seriously, and the managers had to
Although Peter Smith was having major conflict with the newly hired Executive Director, Schmidt he should have communicated to the board how he felt and the situation should have taken dif...
His efforts have been hindered by events and limitations outside of his control or ownership. Even with these limitations he has been able to effectively communicate operational expectation and improve the ability of each member of the CE-Team to maintain the facility.
The first step outlined by Kotter is creating a sense of urgency within the organization. This is also the fourth commandment for executing change. Igor and Ludmilla knew they had to institute some form of change and choice to grow the organization. By doing this they hired a COO; however, during the process they never instituted a since of urgency to him or to their workers. Their vision was different from the typically business, they choice they bread locations because they would not interfer...
Lastly, another reason might have been because the leaders weren't doing their job. As Jordan stated, "Leaders need to lead", in the context of high involvement culture, ownership, and open book management it is easy to miss that point. So Leaders should’ve been getting a lot of input from the people, asking questions, then ultimately making decisions, but the company wasn't doing that.
Another challenge faced by Smithers was the different management style of his counterpart, Richard Patricof, who was vice president of operations. Patricof's focus was not on results or productive feedback from employees. He felt that style and a tolatarian approach to personnel management was best suited for this total quality (TQ) training program.
When the committee started discussing his potential for promotion, positive and negative traits were discovered. On the positive side, his location was now thriving and he had earned the trust of his employees. However, Mitch Ivey, a member of the committee, did not like the fact that Creighton had an “across-the-board reputation as a nice guy” (Daft, 2014, p.488). Ivey pointed out that many of the managers he had dealt with throughout his career were “respected, fair, and upfront”, but none had a reputation as being “nice” (Daft, 2014, p.487). Another committee member pointed out that Creighton had a reputation of “stepping in and he...
Apart from this, Jean has to also had a setback in transition phase of employees during merger of three companies. Haphazard gap analysis resulted in Finance department not being satisfied by integrated systems. The functional teams in the organization was at all-time low which might have created a rift between IT and other departments of the organization.
It is very hard for the customers to join forces and fight for their interests. (2.1)
It was Mr. Martin’s weak character that led to his dependency on his job at F&...
For example, there were several rushed and poorly implemented decisions overlapping between the old systems and the newly implemented PMS. One area of concern was the lack of employee participation in the overall planning process as well as the effectiveness and ineffectiveness of the new PMS performance. In comparison, to strategic congruence in our old
Difficult to regain trust of existing loyal customers who expected high quality and performance when in competition with other firms in upper trade market.
...made redundant “Well not in specific department but CSR was completely vanished from every branch and it was made centralized in Coalville. Mostly middle level management was made redundant. But the operations department means traffic department there was no major change because the movement of traffic (trucks and postal vans) is back bone of business. They did not redundant any employee from operations department if they did so all the business had chance to collapse” ( Night Operations Manager, Interview 1)