Running Head: ORGANIZATION AND LEADERSHIP EVALUATION 1

TASK 2: Organization and Leadership Evaluation

Name

Institution
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Table of Contents

Introduction………………………………………………………………………………. 3

Leadership Analysis……………………………………………………………………… 4

Corporate Culture………………………………………………………………………… 4

SWOT Analysis…………………………………………………………………………… 5

Strengths…………………………………………………………………………… 5

Weaknesses………………………………………………………………………… 6

Opportunities……………………………………………………………………… 7

Threats……………………………………………………………………………... 8

Leadership Evaluation…………………………………………………………………... 8

Leader Strengths…………………………………………………………………….8

Leader Weaknesses………………………………………………………………….9

Recommendations………………………………………………………………………... 9

References………………………………………………………………………………... 10
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Introduction

This report aims to evaluate and analyze the management styles of organization leaders. The

CEO of the renowned multinational group is selected to support the leadership analysis. In the

structure of this report, the background of organizations will be mentioned. Then the leadership

management styles will be analyzed. Moreover, the advantages and disadvantages of leadership

management styles will be considered. SWOT analysis of the organization will also be

addressed. Finally, recommendations will be made based on the analysis and evaluation of

leadership.

Mission and Vision of Organization X

The organization X, for whom leadership analysis and evaluation is to discuss in this report, is a

well-known organization that is strictly a home appliances producer (especially refrigerators) and

also one of the dominant groups in the appliance market. The company's mission is to make the

quality of life better and focusing on consumer needs. The company's vision is to transform their

selves from a manufacturing goods provider to a service provider. Organization X is strictly

dedicated to customer services even the values of organization X are innovation, rapid response,

and service.

Leadership Analysis

The first step to the success of the group is to hire its new CEO, Z, who had turned the

organization around. Leader Z is an MBA degree holder. He is now keeping the designation of

the CEO of the company and the senior economist. After taking the post, he makes changes in

the organization as a leader these are as follow;

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Leader Z started to introduce Branding Strategy. He led the workforce to grab the opportunities

for acceleration in productivity and succeeded in switching an indebted and small factory into the

country's top brand of home appliances. Now the organization has many manufacturing plants,

Research & Development centres, and also many trading companies overseas. The organization

is providing high efficiency and high-quality products, especially refrigerators in one hundred

and sixty countries around the world. This gives the more than billions worth of the organization.

The organization was in the worst condition when he showed up. At that time, the organization

had minimum productivity, unskilled employees, and most importantly to the organization; they

were making low-quality products. With massive work ahead, leader Z was determined, and he

achieved this by making a whole new organizational culture with new policies and rules.

Furthermore, he rebuilds the business strategies and implements a control system of management

based on incentives. He created the whole new organization X and wanted to take it even higher.

Influence of Leader Z on Organizational Culture

The main role of any leader is to influence their workers to attain organizational goals and

objectives (Waddel, 2007). Leader Z is very strict regarding product quality, and he is very

famous for this. After his appointment into the factory, he finds out that the quality of the

product did not even exist in anyone’s mind. However, after the complaints of the customers

about the bad quality of the company’s products, he fetched up a sledgehammer and ask the

employees to smash the defective frameworks, even including himself to smashed the models.

He yelled fiercely at his workers said that “the message delivered along with that there is no

quality A, B, C, and D. There are only two options unacceptable and acceptable.” From that day
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onward, the warning strongly imprints in the heart of the company’s peoples, and that resulted in

higher quality products. However, when heavy faultiness issues were about to solve, inactive and

undisciplined personnel became another problem to the organization. According to leader Z, the

real problems lie in the worker’s values; they had no faith in the organization and also did not

care about it. He then perceives the significance of crisis awareness and incurring a competitive

spirit. By introducing the philosophy of survival of the suitable into management, he believes

highly in building a competitive corporate environment among staff. He frequently reprimands

employees that hard work will lead to success, while comfort and laziness will lead to

devastation.

He also created the company’s punishment and reward system by realizing that efficiently use of

human resources will motivate workers. He takes on the “horse race” technique to his human

resource management, which provides every individual with the opportunity to attain most of

his/her ability and also provide an environment to compete fairly.

Analysis of Corporate Culture of Organization X

The analysis of organization X's corporate culture reveals that the organization is more closely

associated with the disciplined work culture with a tall structure and vertical hierarchy. It shows

that the management holds on to the decision-making authority and also directly supervises the

work behaviour of employees. The innovative and creative work behaviours are encouraged by

rewarding the employees with different non-monetary and monetary rewards, but the autonomy

and empowerment are limited due to the company's leaning towards the strict work discipline.

Although, in response growing need for empowerment and autonomy of employees, the

management has decided to make a cautious move from the centralized to decentralized
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corporate structure. This shift will move some authority from high to the low level, and

consequently, the company will attain new stability between fluid and strict structure. Corporates

with strong work cultures secure their place in the hyper-competitive markets and organization X

is the best example of it created a strong work culture that is widely accepted by its very

diversified workforce.

SWOT Analysis

SWOT analysis is the main business strategizing technique that permits making a business

structure of a certain organization and its activities (Gurel, 2017). It is very useful and common

when dealing with large organizations that either wish to go overseas or increase their share in

the market. To properly know the implication of SWOT analysis, you should have appropriate

examples. A great option is to examine certain organizations. The home appliance organization

X is a good option to select since, despite being a recognized brand internationally, it is still

involved in the extremely competitive environment of business and also has a great potential for

expansion in the business environment. Making a SWOT analysis should provide insight

knowledge of the organization's current business structure and possible future development

strategies. The SWOT analysis of the organization X gives the internal and external analysis

such as strengths and weaknesses give internal analysis whereas opportunities and threats give

external analysis. The home appliances-making company grew into an international

conglomerate in the appliance market with integrated production and a rapidly growing

distribution network globally. As of now, the organization remains dominant in its home market

and aims to expand its brand recognition throughout the world furthermore.

Strengths
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 Products with high quality

 Wider production facilities

The organization X has a very strong position in the local market. It is one of the most

recognizable, trustable, and dominant home appliance corporations in the country. The company

has an impeccable reputation in the country because of its high-quality products such as

refrigerators and other appliances and also best customer service. The company's strategy

includes quality control on a higher level. They initiated the system "quality over quantity" in the

market. Later, it has allowed the company to diversify and expand, producing not only a single

type of product but other types of products as well. Grateful to the strong reputation that

permitted them to have a stable income, the company was able to spend on research &

development. That makes them introduce some more innovations and expand the business into

the global market as well. This steady and quality-based approach is one of the man strength of

the organization X that allow them to ever rely on their home market in case of a non-success in

one of the international markets.

Weaknesses

 Bad brand reputation

 Unfair work condition

On the other hand, the first and foremost organization X weakness is limited recognition of a

brand. Even though the company is relatively famous in the country and the entire continent, it

has no brand recognition in other continent’s markets. The organization X is used to performing

“by the book” rather than trying to approach other continents’ market realities.
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Unproductive advertising and marketing have resulted in the company’s getting bad attention

from other continents media, and they are failed to build an appealing brand in other continents.

The companies of other continents had more history and experience as compared to organization

X to deal with the brand image, even including the company’s online presence. Because other

continent companies invest in marketing while organization X countries more focus on

production. This scenario obtained an information inadequacy that exists in organization X

because the other continent countries think that organization X country produces only low-

quality products. The issue is the organization is not doing anything to change that image. What

we examine through SWOT analysis that organization X has no luxury division to its products,

and that why they are cannot able to be competitive in the upper-end segment.

Opportunities

 Introducing new products

 Setting foot in new markets

Opportunities for organization X rely on their capability to go after international trends in

production. The bad reputation of organization X restrained them from setting foot in the other

continent’s markets. They miss the opportunity to enter the other continents’ markets. Due to this

they unable to introduce their products in those markets.

Threats

 Government dependency

 Innovation complications
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On the other hand, one of the main threats that bother the strong image that organization X has

for itself in its local market as well. This traditional and huge organization that is established in

the country where the business is massively affected by the country’s leadership might create

hurdles in introducing innovation. It gives their rivals ahead starts.

Leadership Evaluation

Different leaders own different leadership styles. These leadership styles are influenced by

numerous such as the company's long-term objective, personalities of leaders, and the

competitive environment in which the company is involved. Leadership theories or styles

describe how a certain person becomes a leader. Every style has its advantages and

disadvantages. Leaders should apply the pros of the style to their process of management. At the

same, the leader should attentively know the cons of their leadership power so that defective

decision-making will be avoided (Waddel, 2007). The best leader is the one who has specific

traits such as best self-organizational skills, nurture belonging and connections, efficient learner,

foster growth in subordinates, and most importantly, high moral standards and strong ethics.

There are many leadership theories, but we will discuss only the transactional style because that

theory matches the leader's traits we are discussing.

Transactional Leadership

Transactional leadership is also known as management leadership. This theory focuses on group

performances, organization, and supervision. Transactional leadership or management theory is

the system of punishment and reward. When employees do something, good leaders reward

them, while on the other hand, if they do, some poor leaders punish them. This psychology does
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not permit people to do things out of integrity and goodness. Leader Z’s leadership style exactly

goes with the requirements of transactional leadership, in which leaders intend to use the

coercive and reward power to motivate the high performance of the employees.

Strengths of the Transactional Leader

 Leader Z introduced a rewarding event such as "tool naming," according to this

rewarding event, if the frontline employees introduced the new tool for innovation, that

tool was named with the last name of the employee. That rewarding event builds

confidence in the employees, and they feel proud.

 Leader Z clearly defined the organizational goals and roles of the workers. That helps

them achieve high performance according to their roles.

 Leader Z’s leadership styles function as a bridge that encourages and affecting activities

between employees and managers; he encourages his employees and motivates them to

succeed. That helps workers easily convey their thoughts difficulties regarding work to

upper management.

Weaknesses of Transactional Leader

 The weakness of Leader Z’s leadership is that it challenges the ethical values of

managers. Manager those are unethical use the power as a device of seizing an

opportunity to gain pros by tricky. That became one of the big problems for him during

the start of his appointment; it takes a lot of his time to deal with this problem.

 Leader Z believes that punishment makes employees clearheaded. Sometimes, that

punishment and reward push down the workers to an ethical abyss due to anxiety.
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Besides, punishments can lower the morale of the corporation that negatively impacts

workers.

 The last weakness of leader Z is that he overemphasizes the principles that may misdirect

the enterprise to pursue maximization of efficiency entirely.

Recommendations

 Rapidly growing competitive environment, leader Z needs a new arrangement for a

successful business planning to follow because leader Z cannot swiftly adapt, which

undermines their perspective of growth more than any brand problems they have for now.

 Leader Z creates a culture where team performance is being focused. In my opinion, the

leader should possess both performance and relation orientation. He should know when

or where to make decisions (Davidovitz et al., 2007). Besides, he knows how to make his

workforce actively developed, carefully structured, constantly nurtured, empowered, and

trusted.

 Leader Z listens to the complaints and also accepted them as a piece of advice that will

take more time to attend with them. So, in my point-of-view, complaints are not related to

the objective which has been set. So, I would spend more time looking at what others

view about the work I accomplished. Facing a group of diverse people, Leader Z knows

how to deal with those persons who create problems for him. (Liu et al., 2002).
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References

Waddell, S., &Khagram, S. (2007). 12. Multi-stakeholder global networks: emerging systems for

the global common good. Partnerships, governance, and sustainable development:

Reflections on theory and practice, 261.

Gürel, E., & Tat, M. (2017). SWOT analysis: a theoretical review. Journal of International Social

Research, 10(51).

Davidovitz, R., Mikulincer, M., Shaver, P. R., Izsak, R., & Popper, M. (2007). Leaders as

attachment figures: Leaders’ attachment orientations predict leadership-related mental

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representations and followers’ performance and mental health—Journal of Personality

and Social Psychology, 93(4), 632.

Liu, H., & Li, K. (2002). Strategic implications of emerging Chinese multinationals:: The Haier

case study. European Management Journal, 20(6), 699-706.