Leadership Report

Raldy Dhe Vega001201200041

It-2/2012

Chapter 5: Participative Leadership, Delegation, and Empowerment

Echo Electronics

Identified characteristic

Paul Sanchez is a production manager at Echo Electronics, a small company making & distributing communications equipment. Paul’s direct subordinates 4 supervisors of 4 production departments. 6 months ago Paul install new computerized workstation to increase productivity in the plant suggest from Engineer manager after, 3 months later the productivity decrease and not increase because of this costumers complained about the product. Paul do some check he ask technician about the workstation the result is workstation is operated properly and he check to other company which using the same workstation but they said having great successes with that workstation. When Paul discussed with 4 subordinates, they shared his concerns but didn’t agree among themselves about the causes. Reasons including: poor design of workstation, Inadequate training of production workers, Lack of financial incentives for increasing productivity. Supervisors’ perspective is production workers have strong feeling about the workstations. The result from this is 2 employees quit job (they upset), CEO concerned about the issue, indicated Paul have to solve the problem.

4 quadrant method

The 4-quadrant method, which fit with Paul, is Problem Solving. He have problem with decision result so productivity decrease and not increase and CEO from his company need him to solve the problem.

Recommendation

Paul Sanchez could take some time to go to the production plants to view how the workstations operate and get direct and prompt feedback from employees about the machines’ performances. Then he could visit the plants where the workstations are successful and document the differences. If Paul Sanchez familiarized himself and his four production supervisors with the

new equipment, he could make training and operating simpler. In turn, this could increase production figures. I think Paul could have prevented the problem by first learning everything about the workstations himself, and then passing that knowledge onto his supervisors who could properly train the other employees of better operating techniques for the workstations.

Questions:

1. What actions could Paul have taken to prevent the problem?

Before installing the new computerized workstations, Paul should have exchanged information with 4 supervisors of the 4 production departments. Paul should apply the Joint decision instead of Autocratic Decision in the Participative Leadership.

2. What steps should Paul take now to deal with the problem?

Between the Engineering manager and Supervisors of each production department should have detail delegation each supervisor know their role in the operation and the relationship between them with the new workstation installed.

Paul should empower for engineering manager to design with 4supervisors about installed new workstations and make the system can operate more effectively design again the workstation layout.

Paul should apply the Joint decision in the Participative leadership =>can give and receive information from the engineering manager and supervisors. Therefore, he can change or adjust the decision at right time. Besides, each supervisor knows clearly their position also their mission in the system.

Chapter 15: Gender, Diversity, and Cross-Cultural Leadership

Madison, Jones, and Conklin

Identified characteristic

Laura Kravitz work at Madison, Jones, Conklin (accounting and consulting) was promoted to a team manager. She felt confident about her qualification, other team respect to her. Laura have some of the senior managers were very conservative and did not accept her as equal, these senior ignored an idea was propose several time. She did not feel accepted into the informal work of relationship that provided opportunities to interact with senior manager. She was not invited to most of social activities hosted by senior managers for friends and select member of the company. Laura asked to her boss about more challenging project but her boss compere with other employees after that he asked to meet the president to talk about her career and he assured to be patient about promotion. However, after another year no change with her position, she resigned from the company. She formed a new company and served as the chief executive officer. In a relatively short time, this company became highly successful.

4 quadrant method

The 4-quadrant method, which fit with Laura, is opportunity. She do the right things to resign from first job because no future in there where some partner work cannot cooperate with her and at new company she get lot trust from her partner work

Recommendation

She should always show her confidence, task-oriented, competitive, objective, decisive and assertive behaviors, but also her supportive, team building, inclusiveness and interpersonal skills proper of a woman at anywhere and anytime.

Questions:

1. What form of gender discrimination did Laura experience?

Managers seemed unreceptive to her suggestions for improvements.

Laura’s proposals were ignored and later on someone else received the credit for them.

She was not invited to most of the social activities hosted by senior managers for friends and select members of the company.

Laura was never assigned a high-project because those were always given to the male managers.

When Laura asked her boss for more challenging projects, she was told that the older clients usually preferred to deal with men.

Male co-workers who got hired at the same time as her got promoted ahead of her.

2. What could Laura have done to overcome the obstacle she encountered?

Even though she spoke to the president she did not seem insist more. She should have called for a meeting with more people and speak openly about how she felt and make a point in saying that discrimination was an ethical issue and say how interested she was in her working place being an ethical place.

3. What could the president have done to create equal opportunity in this company?

He must be more interactive with the employee so no range between boss and the worker, all worker so can talk about that felt when they work. Also he must check very details for work result so he can give promotion to the worker who work very well.