Jumar James B.

dela Cruz
HR 315 (4:30-5:30)
Case Study 5
Martha’s Leadership

1. Is there something wrong with Martha’s leadership?

- From my perspective, there is nothing wrong with Martha’s leadership
style. Maybe the employees were just having trouble in transitioning from
the traditional style of management to the participative style of
management because they’re used to a different working environment. In
addition with that, the age might be a factor Martha should consider.

2. Were the changes introduced too drastic?

- Too drastic is an overstatement. Maybe Martha was not yet prepared for
the possible results of the change in management style she made. The
main point she should reconsider is what would benefit the organization in
a long-term basis. Since most of the employees are in the edge of
retirement, she should made necessary adjustments in making more
effective and efficient. Example of this one is hearing them out and maybe,
in a larger context is to execute their wishes.

3. Would she continue her plans?

- If continuing her plans will have conflict of interest to the organization’s
goals and would bring decline to the overall performance of her employees
then I might suggest not pursuing it. This might be costly to the
organization.

4. What will she do now?

- If I were Martha, I will be formulating many alternatives that would satisfy
my employees. I will assess these alternatives using the cost-benefit
principle. The lower the cost with the highest benefit would be better. I will
also reconsider putting myself in their shoes so that I will not make any
bias judgments from my standpoint.

5. Is it normal for the workers to react that way? Why or why not?
- It is normal because it is innate in human nature to be shocked when there
are any changes in their surroundings. But these employees should learn
adaptability and be able to blend in to any reorganization their entity might
face. Transitions might take time but it’s in the manager-employee
relationship to make it easier.