INTRODUCTION

LaCroix learned how to make windows from a professional carpenter in

Quebec. He was offered a chance to manage the company as the elderly
carpenter had retired. He set up a local company and employed his own
apprentice. The company grew and LaCroix became a trusted brand in the
windows industry. In the first eight years. the business had 25 workers and
further services were built. LaCroix also taught his students the techniques of
carpentry and respected their accomplishments. He used it to highlight the
concept of high-quality windows. After 15 years, the number of jobs rose to
200, and revenues were split with them to compensate them. And when the
headquarters relocated to another location, LaCroix remained in contact with
the staff, and they were taught by master craftsmen. LaCroix used to bring
beverages and food to the break and talk the business.

Employees appreciated it as he announced new contracts and praised them.

They're all about hard work. He used to repeat the same thing that the company
had to retain good efficiency. The founder's term became popular and used for
advertising purposes. Photographs of the LaCroix Industries family windows
were collected. Employees wrote personal letters to which they gave their
pictures. In his fifties, LaCroix agreed that the company should be applied to the
United States. Having taken into account the advice of his employee, he sold a
majority share to Develop All Goods Inc. Since the contract, LaCroix's
meetings declined, and he had a chance to see staff just once a month while he
was busy working with developers. The new Vice President did not bother to
leave the headquarters and a memorandum was submitted. Inventory
management were not controlled and Vlodoski laid out instructions and
priorities for managers in order to reach the inventory goals.

New protocols have been implemented for the procurement of manufacturing

materials. Vlodoski decided to bring in improvements by implementing
processes implemented by Build-All. The declining standard has caused some
workers to leave their jobs. Inventory costs declined by 10% but were defective.
The number of pieces raised. Production workers expected that this would
happen when they realized that the consistency of the material being used was
relatively bad. The staff just came to know about the matter when Vlodoski
gave them a fax. LaCroix was told the issue of lack of good contact, and he
apologized for not being present because of his travel plans. LaCroix did not
know what to do and the company was unable to have the anticipated return on
equity.

PROBLEM STATEMENT

This case focuses around how the shift on leadership of LaCroix enterprises Ltd
contributed to a decline in the organization's exhibition. LaCroix was an
outstanding leader and identified with the members all over when it comes to
making decisions or actually showing thanks to them for their conscientious
efforts.

In the meantime, Vladoski was not associated well with the staff and merely
interacted by supplying them with order and settled choices that lead to a
reduction in the nature of the products and a rise in the turnover of employees.
 SOLUTIONS
Solution-1
The signs that show that there are difficulties with the company are due to
improvements in terms of management. When the rest of the shares were sold to
create all products, the changes began.

 Vlodoski could not interact well with the staff. He used to leave his office
less often. Via a memo he used to give orders. The important information
was also sent in a memorandum. One huge symptom was the loss of
touch. Owing to the poor-quality content used in processing, there was an
increase in the number of returns of faulty windows.

 The workers left as they feel uncomfortable with the production of low-
quality content goods. The root of this disagreement is the difference.
Differences between the activities, values, viewpoints and perspectives of
Vlodoski and other team members create friction.

 As often as he used to, LaCroix stopped entering the workplace. He had

been distracted visiting potential developers and had not come to hear
about the issues that had arisen in the office.

 The company is expected to have at least 18 per cent of the return on

equity. The business did not send the anticipated return. This was one of
the issues that occurred as a result of numerous changes in the business.

 LaCroix Ltd.'s vision has always been for higher service but Build-acts
All's have not suited their vision. Vlodoski needed more cost-
effectiveness and did not care about the efficiency being affected.

Solution-2

LaCroix was clearly more successful than Vlodoski in terms of path-goal

management. Workers tend to have a high capacity and experience thanks to
their long-term (low turnover) association. The order is prepared and workers
are prepared to do their job well. They are also so powerful that they effectively
support the group and take action on their own. The immersive and fantastic
leadership styles for achievement are typically appropriate in these conditions
and the leadership of the Directive is less than compelling. By sending
appointments to managers and staff and requesting more comprehensive
accounting for personnel operations in particular the use of raw materials,
Vlodoski has a strongly directive form of governance. He proclaimed new
procurement techniques that disposed of the imaginative founders' support and
reduced the autonomy of the procurement experts.

We know from the path-to-goal principle that the leadership of the Directive is
inadequate when members have a strong potential and participation in the work.
Indeed, under these circumstances, this style can reduce the fulfilment and
creativity of work. This is obvious here as the delegates are unhappy at the
activities of Vlodoski

Solution-3

Many things can be done by Gilles LaCroix in this situation-

 LaCroix should aim to fix the company's problems. He should have

Vlodoski in a discussion about the same matter.

 He was meant to make Vlodoski understand the culture of their business.

Vlodoski should be made to realise what the staff and the firm want from
him.

 LaCroix could visit the office more often than he had done before. This
would make it easier for him to get more interested in the market and to
get a deeper view of the issues he is facing.

 LaCroix should again make the business concentrate on quality goods.

He's going to ask them to stop using inexpensive stuff. This would lead to
a reduction in the number of faulty bits. Employees would now feel
happier.
 CRITIQUE

This case illustrates the negative implications of an adjustment within the

authority. But it neglects to respond to the decline in worker inspiration and
encouragement provided by the company as a result of this shift of authority.
 CONCLUSION
In this situation, it appears to be seen that LaCroix ventures Ltd. is facing
problems as a result of a transition of leadership. Definitely, their question will
be overcome if LaCroix himself pushes the party as he did before in a
constructive manner.

Like LaCroix, it's nice to have the workers propelled, which fuels the
organization's success. In addition, LaCroix is referring to the leaders, which is
the manner in which they remain motivated. The perfect solution, in my opinion
It would consist of conversational expertise and personnel management.
 RELATIONSHIP TO THE CONCEPT
Leadership: Ability to shape, encourage and motivate others to add to
the appropriateness of the organizations of which they are members.

Worker Motivation: this concept is identified by having the members

so motivated that they do well.

Path Goal Leadership: this notion reflects that the founders are
motivated by optimism and bravery.

Four Drive Theory of Motivation

• Acquire &achieve
• Bond & belong
• Create & challenge
• Define & defend
 REFERENCES

Zoey, L. (2016, December 13). Understanding the 4-Drive Model Theory on Employee
Motivation. Bert Martinez. https://bertmartinez.com/understanding-the-4-drive-
model-theory-on-employee-motivation/