Lecture Outline and Lecture Notes: Tony Gets Assigned To A Project
Lecture Outline and Lecture Notes: Tony Gets Assigned To A Project
Lecture Outline and Lecture Notes: Tony Gets Assigned To A Project
Tony has been complemented for his work so far as manager of Taco Barn. Of special
note was Tony’s decision to ask Kevin to write a strategic plan for Taco Barn, which was
considered very creative. Tony has now been asked to participate in a company-wide project to
create a leadership development program. He will need Kevin to fill- in his absence. Tony is a bit
nervous to leave his store and unsure of his ability to help determine the culture and future
leadership of the company.
1. From what you know of Tony so far, how would you describe his leadership style? Refer
to page 150 for some suggested classifications of different leadership styles.
Tony’s first managerial experience creating and implementing a staff schedule was done
in an autocratic style, where the leader makes decisions for the group. However, when follow-up
to this exercise was necessary, Tony used a democratic style of leadership, where the manager
guides and encourages a group decision. This illustrates a key concept: the best way to lead today
is using situational leadership, recognizing that effective leadership must draw upon a range of
skills and techniques that depend on the individual situation and not the prescribed leadership
model.
4. List six questions that you think should be included in the survey.
(1) Define a leader.
(2) Give examples of good leadership skills.
(3) Give examples of how you have been a leader in your job.
(4) Describe the leadership style of your direct boss, regional boss and any corporate
leaders you have been in contact with.
(5) How would you describe each leader individually and the leadership style of the
company collectively?
(6) What do you like about the leaders you work with or for? What would you change
or add to the leadership of this organization?
The construction foreman is behind schedule on a building project and has been told by the
president of the company to hire a few illegal immigrants to get the job caught up and avoid missing a
deadline with the client. What action should the foreman take?
Because of the client’s impatience, the next few weeks on the project will be difficult. Your boss
thinks that hiring illegal immigrants could save time and money. However, this is a very unsatisfactory
solution. There is a growing backlash against illegal immigration in this country. Hiring undocumented
workers is illegal in some cities and states. By the time this manual is read, there may even be a federal
law with penalties that cut deep. Remember, it’s not your boss that will be hiring workers, it is YOU.
You are the one who will face the consequences, and there is no guarantee that the owner will stand
behind you if difficulties arise.
Probably your next step should be to discuss the problem with the client to find other ways to
“catch the project up” without suffering any penalties. A discussion with your attorney wouldn’t be a
bad idea, either.
Rusty Means is the general manager of the plastics division of Warner Manufacturing Company
and has had great success in running his department. Rusty has an autocratic management style and the
employees have responded well to his task-orientated operating style. Rusty’s direct boss has just
retired and the new replacement, Wallace Thomas, wants to make changes. Thomas wants to develop a
planning committee and bring employees into the decision-making process. Rusty is not sure how he
will adapt to these changes, especially with the success he enjoys under the former arrangement with his
general manager.
2. What style of leadership do you think Wallace will have to use with Rusty?
The management style Rusty has been using (autocratic) is in conflict with the approach
Wallace would like to initiate (more democratic). This creates a difference in styles. Wallace has to
decide whether he wants to impose the new autocratic style of management on Rusty or allow him to
continue using the approach he has previously used. This question is a good discussion starter: is there
one best leadership approach? Why or why not?
4. If “products are produced on schedule and of such quality that few customers complain,” why
should there be any changes?
If the department is working well using Rusty’s autocratic approach, maybe a “if it ain’t broke,
don’t fix it” mindset would be best. However, an autocratic style may be preventing employees from
developing or suggesting improvements. Instead of trying to force Rusty to make major changes right
away, maybe Wallace should spend some time meeting with Rusty, touring the department, asking
questions, getting feedback, etc. Both Rusty and Wallace need to communicate more effectively.
2. What’s wrong with a business philosophy based on the belief “that customer relations and a
strong selling orientation are the keys to business success”?
Meeting the needs of the customer is essential to success in areas such as product design,
implementation, and delivery. Creating and selling products that please the customer impacts the
company’s total revenue. However, revenue is not the same thing as profit. Profit is what is left after
costs have been subtracted from revenue. Unless a product can be produced in a cost-effective way,
more sales won’t do a thing for profit.
3. What does Valerie mean when she says Fitzgerald Company may have to change its culture?
What are some of the necessary changes?
For the Fitzgerald Company, its corporate culture has been successful in the past. However,
losses in sales and market shares have now prompted its president to look at how the company culture
affects sales and expenses. Changing a company culture will be a difficult process for many reasons.
Based on research, the Fitzgerald Company may have to change several characteristics of the
company to foster a new culture. These characteristics include individual autonomy (degree of
responsibility/ independence for individuals in the organization), structure (rules and regulations),
support (managers to subordinates), identification (employee identification to the organization as a
whole), performance-reward (rewards for performance), conflict tolerance (willingness to hones and
open about differences), and risk tolerance (degree at which employees are encouraged to be
aggressive/innovative and risk seeking).
4. Discuss the problems the company may encounter in attempting to implement changes.
The biggest challenge the Fitzgerald Company will face is the length of time it will take to
implement and change its corporate culture. This process usually takes 6 to 15 years. It is also
expensive. Because of the cost, time, and difficulty in changing culture, some might argue that it is
easier to change the people within the organization. This assumes businesses promote people who fit
their organization, and the easiest way to change the organization’s culture is to change the people.
However, it makes more sense to strengthen or fine-tune the current cultural structure.
F. Changing Culture
POWERPOINT 6-19
1. It usually takes from 6 to 15 years to Changing Culture
successfully change organizational (Refers to text pages 166-
168)
culture.
2. According to Allan Kennedy, there are
LECTURE OUTLINE LECTURE NOTES
only five reasons to radically change BONUS CASE 6-2
Turning Tyco Around
organization culture. After Tyco’s former CEO
Dennis Kozlowski’s
3. It is possible to strengthen or fine-tune conviction for looting $600
the current culture without wholesale million from the company,
cultural changes. Ed Breen was brought in to
rescue the troubled company.
4. The easiest if not the only way to See complete case,
change an organization’s culture is to discussion questions, and
suggested answers on page
change its people. 6.Error: Reference source not
found of this manual.
1. Should the leadership team have been surprised by the survey results? Why or why not?
Not really. The purpose of the survey was to identify what works and what doesn’t.
Identifying problem areas is the first step in solving the problem.
3. If Taco Barn doesn’t have a clear sense of culture (as the survey results appear to
indicate), where and how does it start to develop one?
Taco Barn culture is not clearly defined. However, culture can’t just be designed and
implemented. It grows over time, as the organization develops a strong understanding of what is
important and what has the support of management and employees.
The first step in establishing the Taco Barn culture should be defining the essence of the
organization. These characteristics include individual autonomy, structure, support, identification,
performance-reward, conflict tolerance, and risk tolerance.