RIGHT BOSS,

WRONG COMPANY
MGM 3101
Principles of Management
Lecture Group 13
Team 8
Group Members

OOI CHUN KEAT SOO XIANYANG THENG YIN HENG

207658 205885 207419

ELAINE YAP YEE LENG CHEH HUI WAN

209134 206436
INDEX
Introduction

Problem Identification and Analysis

Statement of Major Problems

Generation and Evaluation of

Alternative Solutions

Recommendations

References
INTRODUCTION
As a new leader of the Fancy Footware, Betty Kesmer
applied the new leadership style and policies to the
company. Compared with the autocratic leadership
style used by the Kesmer’s predecessor, Max Worthy,
she preferred more democratic leadership style which
involved more participation of the workers in
decision making process. Throughout the new policies,
Kesmer established a worker productivity group which
increase the responsibilities to the workers.
Although the job enrichment was beneficial to the
company, but these changes increased the burden of
the workers and increased job dissatisfaction until
the entire management relations committee resigned at
the end.
Problem Identification
and Analysis
Inappropriate change of leadership
style
• Autocratic leadership → democratic leadership
• Implementation of new policies without workers’
opinion
Problem Identification
• Sudden change of new policies burdened the
responsibilities of the experienced shoemakers
and Analysis
in decision making process

Theories
involved

Vroom-Jago leader
Fiedler’s Hersey-Blanchard
participation
Contingency Model Situational Model
model
 Poor motivation
Inappropriate among
change of workers
leadership
style
• Autocratic
• Lackleadership → democratic
of rewards caused leadership
workers lacked motivation to
• Implementation
work for of new
long policies
term goals without workers’
opinion
Problem Identification
• Sudden• change
Workers lacked of self-esteem needs as shown by the
of new policies burdened the
lack of confidence in organizing workers groups
responsibilities of the experienced shoemakers
and Analysis
in decision
• Kesmermaking process
allocated unsuitable tasks to the workers
caused decreasing of motivation among workers

Theories
involved

Core Maslow’s Need

characteristics Hierarchy theory
Vroom-Jago leader model
Fiedler’s Hersey-Blanchard
participation
Contingency Model Situational Model
model
 PoorResistance
motivation
Inappropriate change among
of workers
leadership
to change among workers
style
• •Lack
• Autocratic Kesmer did not caused
leadership
of rewards realize the importance
→ democratic
workers of
leadership
lacked motivation to
‘unfreezing’
• Implementation
work for of new
long and lack ofwithout
policies
term goals communication with
workers’
workers to get acceptance before launching the
opinion changes.
Problem Identification
• Sudden• change
Workers lacked of self-esteem needs as shown by the
of new policies burdened the
lack of confidence in organizing workers groups
responsibilities of the
• Lack of proper experienced
understanding shoemakers
about the importance

anddecreasing
in decision
• Kesmer
change
caused
Analysis
of new policies
making caused workers’
process
allocated unsuitable resistance
tasks to
of motivation among workers
to
the workers

• Kesmer did not Theories

realize reasons of workers resisting
the change involved

Core Theory involved:

Maslow’s Need
characteristics Hierarchy theory
Lewin’s
Vroom-Jago leader model change management model
Fiedler’s Hersey-Blanchard
participation
Contingency Model Situational Model
model
 StepStep
Onetwo
Poor communication among leader
Resistance to change among workers
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• Kesmer did not realize the importance of
6 Series 1 Series 2 Series 3
6 5
• Communication
‘unfreezing’ and lackgap caused Kesmer
of communication unable to
with
workersgetto workers’
get acceptance before on
launching the
Businesspolicies and failed to take corrective
5

4
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3
changes.
feedback her new

Presentation measures
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• Lack of
2 proper understanding about the importance
2
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1
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• Kesmer did not realize reasons of workers resisting
Performance
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Performance Detailsinvolved
• Theory – Month wise
• Text box with bullets Theory involved:
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• Text Lewin’s
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management model model
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 StepStep
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Poor communication among leader
Incompetence
Resistance in workplace
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• Kesmer did not realize the importance of
6 Series 1 • Series
Incompetent
2 Series 3 workers were due to lack of variety
6 5
• Communication
‘unfreezing’ and
skills needed
lack gap in caused
of communication
workplace Kesmer unable to
with
workers to workers’
get acceptance before on launching the
Business
5

4
4

3
changes.
get
policies
• Comfort and zone
feedback
failedwill causeto take
her new
corrective
workers having less
incentive to reach new heights of performance
Presentation measures
3
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2 and acquire new skills
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• Kesmer did not realize reasons of workers resisting
have the intention to develop new skills
Performance Details – Category wise
the change
Performance Detailsinvolved
• Theory – Month wise
• Text box with bullets Theory involved:
• Text box with bullets
• Text Lewin’s
box with bullets change Osgoom-Schramm’s
management model model
•
• Text boxText box with bullets
with bullets of communication
• Text box with bullets

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STATEMENT OF MAJOR PROBLEMS

1 2 3
Inappropriate Poor Resistance
change of motivation to change
leadership among among
style workers workers
Generation and Evaluation of Alternative
Solutions
Major Problem 1:Resistance to change among workers

Test run her new policy on one group before establishing

it wholly
Other workers might realize the benefits of this policy
from their colleagues
New policy might be neglected by the workers who did not
involved in test running

Educated the benefits and reasons of applying new

policies to the workers
Workers may become more understanding
May cause conflicts among employees and leader

Introduced new policies gradually

Time consuming = Advantage
Reduce the stress of workers
= Disadvantage
Major Problem 2:Inappropriate change of leadership style

Use consultative decision

Can vote for a desired way to implement the new policy
Differences in opinion among the workers

Reduce supervision
More time is given for employees especially senior workers to adapt
to the new policy
Slowing process of implementing the new policy

Revert back to the autocratic leadership style

Exert less stress to workers and avoid the management relations
committee from resigning
The management system may not be improved
= Advantage

= Disadvantage
Major Problem 3:Poor motivation among workers

Taking the carrot-and-stick approach

A group of workers that have high motivation has been built
Trigger dissatisfaction among workers

Build worker’s self-esteem before joining the management

process
Giving workers more confidence and more time to
prepare mentality
Time consuming process

= Advantage

= Disadvantage
RECOMMENDATION
S
Major Problem 1:Resistance to change among workers

• Educating the workers and test-run group Lewin’s change

theory: unfreezing
• Test-run could be initiated by identifying innovators state of change
and early adopters of the new policy before
implementing among general population
Rogers’ Diffusion
of Innovation
• Step-by-step approaches will take more time, it could
Theory
ensure the success of implementation of change in
long term
David Garvin’s
model for change
Major Problem 2:Inappropriate change of leadership style

• Change of leadership style according to situation to

suit the employees’ needs and maturities

• To reduce backlash, Kesmer should include elements of

consultative decision by discussing and collecting
employees’ opinion on the best way to implement the
new policy prior to implementation
Situational
• Although delays will occur, employees are more likely
leadership theory &
satisfied with the decision. contingency theory
• Reduce supervision
Major Problem 3:Poor motivation among workers

• Giving rewards to motivate workers

Expectancy theory
• carrot and stick theory could not be completely
applied in this case

• Implement new policies in a sequence

• Ensure that workers will not be overwhelmed by

the sudden increase in workload and skills
requirements at the initiation phase of worker Maslow’s
groups hierarchy of
needs
IMPLEMENTATIO
N
• Maintain predecessor’s
autocratic leadership style
for a few weeks before
implementing any changes.
• Know more about the
employees, working culture,
establish a good
relationship with workers
• Having meetings or sharing
sessions with the employees
• Set up a survey team to
collect opinions from
employees
• Switching to “All-seeing” • Establish an evaluating
office gradually. team
• “Suggestion of the week” • Rewards and punishment are
committee should be formed given based on the
firstly as a “test run”. workers’ performance and
• set up an improvising team participation
• identify the weaknesses of • encourage and provide
the new changes and make training courses
continual adjustments.
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Dartey-Baah, K., & Ampofo, E. (2016). “Carrot and stick” leadership style: Can it predict employees’ job satisfaction in a contemporary
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Garvin, D. A. (1998). How to build a learning organisation. Harvard Business Review on Knowledge Management. Boston, MA: Harvard
Business School Press.

Gawel, J. E. (1996). Herzberg's theory of motivation and Maslow's hierarchy of needs. Practical Assessment, Research, and Evaluation,
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Henarath H.D. N. P Opatha (2016). Glossary of Organizational Behaviour. Retrieved from

https://www.researchgate.net/publication/297549842_Glossary_of_Organizational_Behaviour

Judith M. Bardwick (1991). Danger in the Comfort Zone: From Boardroom to Mailroom - how to Break the Entitlement Habit That's Killing
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https://books.google.com.my/books/about/Danger_in_the_Comfort_Zone.html?id=rrJ_Ohzzm7oC&redir_esc=y

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teamworking intervention. Work Stress, 26(2), 91-111. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3379743/
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Development Journal, 21(4), 50.

Mulholland, B. (2017). 8 Critical Change Management Models to Evolve and Survive. Retrieved from
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Radhika Kapur (2020). The Models of Communication. Retrieved from

https://www.researchgate.net/publication/344295651_The_Models_of_Communication

Ralf Muller & J.Rodney Turner (2007). Matching the project manager’s leadership style to project type. International Journal of Project
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THE END