Assignment

Solution of the Cases

 Alvis Corporation
 Ultimate Office Products
 Southwest Engineering Services
 Turnaround at Nissan
 Federated Industries

Submitted By: Esmat Momtaz Emtu

ID: 91702013

Date of submission: 19th August, 2019.

 Alvis Corporation
1. Were the two decisions suitable ones for a group decision procedure according to the
VROOM-Yetton model?
2. What mistakes were made in using participation, and what could have been done to avoid
the difficulties the manager encountered?
3. Were these decisions appropriate ones for introducing participation into the department?

Q.1 Answer
From my perspective, the two decisions are quite applicable for a group decision procedure.
In a group decision procedure, a group of employees consult with the management to think
of ways to resolve the problem and a decision is taken jointly. The first decision about
holidays should be discussed within both parties. If more than two workers take a holiday,
there will be a shortage of employees. Moreover, if there arises a need for the holiday for
more than 2 workers and if not given a holiday the workers will be disappointed and
frustrated which will result into disputes. So both the parties should sit together to
conjointly work on a solution. Secondly, the company implemented some equipment which
will enhance the production with the same number of employees. So, that is also a major
decision in which group decisions are needed to know whether the employees are satisfied
with the installation of machinery or not.

Q.2 Answer:
Two mistakes were made in using participation. Firstly, the company did an unclear
communication about participative management with the worker. The employees are not
aware about the intention of the company. The manager's communication is unclear which
raised confusion among the employees. In order to avoid such confusion, the management
should employ a spokesperson who will discuss the problem with the employees and make
them clear about the vision of the company.

Another mistake is, they did not have any standard set for both the problems. If the
company had proper standards then the workers would have been bound to follow it. The
company should have set proper standards in order to do proper evaluation.
Q.3. Answer
In my view, I don't think these two decisions are appropriate for introducing participation
because the company did not give enough time to the employees so that they could adapt
to the new changes. They should have consult with the employees to discuss the problems
and listen to their recommendations. Participation in management needs efforts and time
for adjustments after that only the result will be beneficial.

Ultimate Office Products

1. Why did Richard fail in his first attempt to implement change?

2. Identify subsequent actions by Richard that were effective for implementing change
in the organization
3. Evaluate the change leadership provided by the CEO.

Q.1 Answer
The main reason that Richard failed in his first attempt to implement change is that he
seemed to lack power and status amongst his peers. The position was a very much new
position in the company, which means that he most likely was unknown to his peers. If he
was familiar with at least some of the managers, they would trust him more and find
more common ground with him to make a decision about implement in the change
without much confusion and opposition. Therefore, it made sense that he could not come
to an open agreement with the other managers. This is due to lack of trust. He was also
failed due to people resistant to change. Richard did not convince the managers about
how the change is going to be fruitful in the future for the company. The workers and the
managers was not aware of what is going to happen in the future whether it will bring a
great outcome or a big loss. The people in the company also might not have enough
understanding and good skills to get along with the new changes. They need some time,
training, and supervision to adapt. For these reasons, I think Richard was failed in his first
attempt to change.

Q.2 Answer
Despite of the failure of his initial efforts to implement change, Richard began to do things
the way he should have done them the first time. Richard and his staff assistants conducted
a workflow analysis to identify all the possible reasons for delays in processing orders. That
 analysis gave important insights into the reasons for the issues and the scope of the necessary
changes but that did not provide any solution. After that he formed cross-functional task forces
to re-engineer the work procedures and identify the requirements for the new information
system. For that reason, he used some task forces in order to get more people in the change
process. The forces were encouraged to meet with key customers to learn about their needs
and to visit other companies to learn how they processed orders more effectively. So, the
participation of the task forces helped people understand the need for change. Furthermore, he
formed a steering committee including himself and the functional managers to guide,
manage and coordinate the change process. He managed the CEO to attend these meetings
to emphasize their necessity and help to resolve disputes among the functional managers.
Finally, he managed an outside consultant to advise the task forces in their work and help
them understand the technical aspects of the needs analysis and the re-engineering process.

Q.3. Answer
The CEO created the new position occupied by Richard, but he should do more to help
the organization adapt to its environment. Firstly, the CEO did not much give direct
support to Richard. The updates and changes in technology and work processes
introduced by Richard are important, but those may not be enough to keep this
company competitive. The efforts of the task forces to learn more about customer
needs useful information to make a competitive analysis. However, thorough research
needs to be done to identify market trends, competitor actions, and the firm’s
strengths, weaknesses, and core competencies. The CEO himself should be leading
these efforts.
 Southwest Engineering Services

1. Describe the leadership behaviors Ron used and their influence on the attitudes and
behavior of the team members.

2. Compare this cross-functional project team to a self-managed operations team by

Identifying similarities and differences in the leadership roles.

Q.1 Answer
Ron gives motivational speeches to his subordinates that helps them to complete or achieve
the aimed goal. Basically, he sets up challenging objectives for the team members having
his full confidence in them, if they promised him for the full commitment and loyalty to
the task. Ron never dictate work to his subordinates but only provide them necessary
specifications if needed for the system. Moreover, he encourages his team members to use
their skills in doing and completing the tasks. Ron always guided them whenever needed
but never impose anything to his subordinates. Ron had always been supportive and
helpful. He manages by participative leadership which required organizing numerous
meetings to evaluate the system’s progress and to deal with the issues and obstacles.

Q.2 Answer
A cross-functional team tries to utilize several skill set that makes the team extraordinary.
Leadership is the main key and support of the leader is very important in team building.
Whereas, a self-managed operations team is provided the mission, the team gets allowed
to accomplish the task without much leadership involvement.
 Turnaround at Nissan

1. What was done to improve efficiency, adaptation, and human relations, and how were
the potential trade-offs among these performance determinants handled?

2. What effective change management practices were used at Nissan?

3. What traits and skills can help to explain the successful strategic leadership by
Ghosn?

Q.1 Answer
In his initial days as a leader at Nissan, Carlos Ghosn instigated several changes. His initial
step was to establish nine cross-operational groups and granting them the opportunity to
provide probable explanations.

In order to increase efficiency, Carlos Ghosn took up a cost leadership policy and
concentrated on quality control. The initial step taken by Ghosn in this regard was to shut
five plants in Japan thus getting rid of 21,000 workers.

In order to, ease production progressions at the rest of the plants and to ensure that they
become more efficient, Ghosn decreased the quantity of suppliers in a bid to cut down on
the costs of purchase. Moreover, to enhance adaptation and build on client appeal, Carlos
Ghosn employed Shiro Nakamura, an inventive designer, who turned out to be a major
leader in the turnaround attempts.
Carlos Ghosn supported designers who took up the responsibility of choosing the design
and Carlos behaved inventive instead of being copy competitors. To boost human dealings
at Nissan, Carlos Ghosn decreased the number of dealerships possessed by the company
and went ahead to boost management at the rest of the dealerships

A merit compensation plan was developed, and rather than being compensate based on
seniority, workers were awarded for their performance.

For example, offering them with a high degree of compensation and monetary advantages
could boost gratification as well as readiness to stay in the organization, but the costs of
operation will increase. Carlos Ghosn dealt with this trade-off successfully as it obtained
efficient performance which translated into the reduction of the costs of operation.
Q.2 Answer
Idea plays a major function in providing helpful change by assisting in guiding, lining up
and motivating activities with regard to a great number of individuals. Carlos Ghosn gave
all his efforts to make sure that workers understand the necessity of change and how
individuals be affected by the change. Ghosn comprehended that the majority of workers
be aware of the effect of change to them and get ready for it instead of staying in a doubt
and worry.

The appearance of Ghosn in person during meetings with workers had a important
influence on them. Moreover, it stopped the rumors from spreading by ensuring that
workers become pre-engaged with themselves and their operation.

Moreover, it barred the propagation of false and provocative information among the
workers and assisted in reducing anxiety and negativity they could have been experiencing.
Basically, Ghosn was aiming at evading job turnover, doubt, displeasure. The direct
dealings of Ghosn with workers were perceived to reflect openness and influenced the
manner in which workers got the reliability of the new management. Employees at the
Nissan Company applied the contribution and empowerment of employees when Carlos
Ghosn chose to establish a plan for change that depended on their recommendation, Carlos
Ghosn initiated by setting up cross-operational teams to come up with choices for radical
change. This aspect helped the designers at Nissan to be more versatile and creative. In this
way, Carlos Ghosn managed to balance both the instrumental and communicative
requirements.

Q.3. Answer
Carlos Ghosn’s successful strategic leadership backed by his inner traits and skills he own.
The tactical leadership by Carlos Ghosn could be described by various attributes and
expertise. Intellectual capacities are among the attributes that contributed to the
achievement brought by the leadership of Ghosn.

The psychological intelligence of Ghosn as well played a vital role to the success of his
leadership. Besides psychological intellect, Emotional Intelligence is the major factor in
recognizing and enhancing the collective values to search for ideas, tasks, and policies and
to strengthening and motivating people .Workers are thus inspired to carry out their
responsibilities with diligence in a bid to attain the goals of organizations.
 Federated Industries

1. Identify strengths and weaknesses in leadership development at Federated Industries?

2. What types of changes are most likely to improve leadership development at

Federated Industries?

3. What additional information is needed to make a good report to the CEO?

Q.1 Answer
The first engineering firm provided technical training. The efficient and effective formal
training programs depend much on how well these programs have been designed.
Traditionally, class training based on the lectures seems to be relatively useful;
nevertheless, there are some limitations, including the abilities of the leaders in the process
of transferring information from training environments to work setting.
The second firm is the manufacturer of consumer products which can provide training
programs for the development of leadership skill among high-potential managers.
Nevertheless, this method is effective only when those who are mentored show their
willingness in dealing with hard-hitting criticism.
The third firm is one electronics company whose leadership management programs mainly
focus on the managers, because these people did demonstrate their high-level executive
capacity in the past.

Q.2 Answer
The success of leadership development programs lies on the connection between leadership
development and firm strategy, associated with the understanding about leadership types
which are required for strategy execution. Effective leadership development needs the
following changes

 Infrastructure support in place.

 Rewards and deficiency improvement.
 Leadership development programs.
 Effectiveness evaluation.
Q.3 Answer
The following additional information is needed to make a good report to the CEO.

 Assessment process to make an evaluation about internal as well as external leadership

capability.
 Recruitment process to seek the talented leaders.
 Performance management to inspect as well as take correct adjustment
 Succession planning to make evasion of leadership gaps which may arise in the future.
 Development to identify a roadmap in filling the skills gaps