Leadership and change
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You will assume the role of a management consultant hired by a variety of clients. Each individual or group project you undertake will present a different management or leadership challenge. These projects will give you an opportunity to demonstrate your understanding of modern leadership issues and apply ethical theories and reasoning skills to business situations.
General Project Deliverable Guidelines
As a management consultant you make a living by providing management advice to senior level managers with regard to management problems that they are experiencing within their organization. Your role is to analyze the situation and then apply your experience, general business knowledge, and sound management principles and theories, to produce a report or other deliverable on the subject for the senior manager.
Your recommendations are important, but equally important is your justification for those recommendations. The justification must convince the manager that your advice is worth the price he or she paid for it. The manager should feel confident that you have arrived at the correct conclusions and that your conclusions are well supported by good judgment and competent authority in the subject. Your goal is to produce results that will strengthen your reputation as a management consultant and encourage the manager to hire you in the future for other projects.
Leadership Challenge: Selecting Team Members
The leader of your client organization has observed a lack of flexibility and a slow decision-making process in many of the departments. He believes that he is not serving his customers well, and has decided to move to a team environment and to push many of the decisions to the lowest possible levels. In other words, he wants to create a team-based, empowered organization. Several of his best managers are resisting the idea strongly. They not only feel that many employees are not ready for the change, but they also believe that they personally could never change from a "command and control" style to allowing more participation (adapted from Nahavandi, 2003, p. 54).
Your client has asked you to prepare a report in which you address the following questions:
1. How should the leader deal with the situation?
2. What arguments can he use to persuade his managers?
3. What can he do to help his managers change their style?
4. What are the implications of his actions and decisions?
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Solution Summary
A discussion based on a scenario, of how a leader should work to change while keeping the employees in mind.
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The first thing for the leader to do it remain firm and redirect managers to find ways to make the new strategy work and find the people who will be work in the team concept. The leader who backs off or starts to negotiate a strategy, people will see the leader as unsure or incapable of leading the change.
You need to supply arguments that allow the manager to see how the team concept is already being used, just not in the form suggested. Managers already speak with workers and discuss problems and solutions on the line or in the field. There is usually some kind of brainstorming to come up with the solutions that will best solve the problem. The current method ...
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