Leadership outline Essay Example | Topics and Well Written Essays - 250 words

Leadership outline - Essay Example However, the leader still has the ultimate power in the decision making process. In this type of leadership, the leaders delegate to their employees on what they want done and how they want it implemented, but they do not consider the opinion of the employees in the decision making process. This approach of leadership is employed in cases when the forerunner has all the material to solve the problems or rather challenges facing an organization. In addition, the approach is mainly used on a short time basis and in cases where the employees are highly motivated. This mode of leadership is used in cases whereby the manager provides little or no guidance and gives employees as much liberty as possible. The employees are fully involved in the affairs of the organization as well as the final decision making. The entire authority or power is given to the employees and they are responsible for determining goals, making decisions, and resolving problems on their own with regards to organization’s operations. Source: TownsendJoellyn, PhillipsS.James, & ElkinsJ.Teri. (Oct 2000). Employee retaliation: The neglected consequence of poor leader–member exchange relations. . Journal of Occupational Health

Hi-tech technology solutions Essay Example for Free

Hi-tech technology solutions Essay Harsha and Franklin both of them are post graduates in management under different streams from same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organisation too as they are placed in the same company, Hy-tech technology solutions. Harsha placed in HR department as employee counselor and Franklin in finance department as key finance executive. As per the grade is concerned both are at same level but when responsibility is concerned Franklin is holding more responsibility being in core finance. By nature Harsha is friendly in nature and ready to help the needy and Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization and management is very much satisfied with both of them as they are equally talented and constant performers. Harsha felt that now a day’s Franklin is not like as he use to be in past and She also noticed some behavioral changes with him. During general conversations she feels that Franklin is taunting her that she is famous among the employees in the organisation in the other hand he is not even recognised by fellow employees. One morning Mr. Mehta General Manager Hy-tech technology solutions shocked while going through the mail received from Franklin about his resignation. Mr. Mehta called Harsha immediately and discussed about the same as she is close to Franklin. By hearing the news Harsha got stunned and said that she do not know this before she also reveled here current experience with him. Mr. Mehta who do not want to loose both of them promised her that he will handle this and he won’t allow Franklin to resign. In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitations opened his thinking in front of Mr. Mehta. The problem of Franklin is: 1) when he comes alone to canteen the people from other don’t even recognize him but if he accompanied by Harsha he get well treated by others. 2) one day Both of them entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so. 3) Even in meetings held in the office the points raised by Harsha will get more value so many a times he keeps silent in the meeting. It happens to Franklin that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that † Harsha and myself have same qualification, from same institute, passed out in the same year both with first class. We have same number of experience in this organisation. More over the responsibilities with me are more valuable than that of Harsha. After all this things if I am been ignored or unrecognized by the fellow employees my ego does not allow me to continue here†. By listening this statement Mr. Metha felt that it is not going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial behavior of the employees. After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back his resignation. And he called Harsha and spoke with like before. QUESTION:- Find the reason that Mr. Mehta would have given to Franklin. SOLUTION:- Mr. Mehta listening to this case understood the situation and realized the reason behind the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are passed out from same college in same year. Both of them joined the company together both have same experience. Even in performance wise both stands in the same level i. e. both are constant performers and good performers. Franklin analysed all the above said similarities between him and Harsha. He also stated that he holds more responsibility than that of Harsha. One thing Franklin did not notice or analysed is the job profile of Harsha. It is true that Franklin holds more responsibility than that of Harsha but when it comes to direct interaction with employees Harsha wins the employees attention in this aspect. Harsha being counselor in HR she faces the employees every day. She developed good rapport among the employees due to her friendly nature. She is always remembered by the employees whenever they face any problem as she gives good counseling and most of the times she suggest best solutions for such issues. Franklin though holding key position in finance his profile does not allow him to interact with the employees. Though he has helping tendency he does only when someone approached him personally. Mr. Mehta having good experience understood these things when Franklin explained his problems one by one. Later he relates each situation, explained by Franklin with the above said reasons, and made Franklin understood the reality. Mr. Mehta said that the security in the gate or the employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counseling or approached her for any issues. And as usual she would have counseled well or solved the issues of them that is the reason why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would have hardly met him or interacted with him. When it comes to the point that even in office meetings Harsha, points are valued so Franklin keeps mum. For this Mr. Mehta replied that the points put forward by her would be related to employees or from employees point of view which actually the management wants to know so they give value to her points. And as quoted Fraklin after, one or two such incidents, keeps silent in the meeting. He never made an attempt to raise some suggestions so management does not have any option to listen to that suggestion. After listening to all the explanations given by Mr. Mehta Franklin realized his mistake and felt proud about the Rapport developed by Harsha among the employees. He said to Mr. Mehta that he will take back his resignation. And rushed to Harsha to make an apology and to meet her as a friend as like his college days.

Leading Strategic Change The Vw Turnaround Management Essay

Leading Strategic Change The Vw Turnaround Management Essay During the 1990s, the Volkswagen Group (VW) which was composed by the Audi, Seat and Skoda brands went through a rough patch. It faced a lot of problems such as high costs, a weak model line up, a decline of 85% in profits and costly differentiations between the groups brands. More specifically, in 1992, VW was in a bad place due to the profits fall, the negative return on sales, the huge sums for fixed costs and the messy accounting system. The following year, the challenges for VW consisted of complains by the customers for high prices, the main plant in Wolfsburg only made profit when the workers were on overtime and the Japanese competitors were becoming a threat by using UK plants to produce similar models at a less expensive price. Moreover, about 30,000 employees were no longer necessary but VW could not fire them because they lived in undeveloped areas, there were high costs as Audi and VW produced a similar engine but no mixing in production was occurring and in the US, the sales from 600,000 units in 1970 went to 50,000 units. Finally, in the Asian market, not including China, VW obtained less than 2% of the market share. In addition, the auto industry was going through its worst recession during the last 30 years. In 1993 Ferdinand Pià «ch took over Dr. Carl Hahn and became Chairman of the Board of Management of the company. From that point on, through his aggressive strategy for entering new markets, consist VW a globalized organization, in-organization changes, modification in the production lines and communication with the employees, managed to transform VW into the first automobile company in its industry. According to Beinhocker (2006) there are two elements which sustain a long term success. The execution of activities and the adaptability of those challenges so as to survive in the future. In his article, The Adaptable Corporation, he states literature where the action of execution is against adapting, meaning that very few organizations manage to achieve both. Beinhocker also mentions research which concludes that short-term achievers are successful but lose their way when there is change in the environment. Piech managed to bring change into VW and adapt it within the organization culture without shifting apart. Changes in markets and technologies, depressions, wars, globalization are barriers which VW overcame and made it to the long run. What is important to note from Beinhocker is the process for change. The author states that most turnarounds are easier and faster achieved when there is a change in management instead of a change in the business model. In the case of VW, not on ly there was a new CEO but there were changes in the strategy. For instance, Pià «ch focused on internationally expanding the company and tried to differentiate the brands of the group without increasing the costs. However, in order to comprehend the successful run of VW, it is important to understand Pià «chs leadership style. Ferdinand Pià «ch is an Austrian engineer, born in 1937 and the grandson of Ferdinand Porsche, the creator of the Volkswagen Beetle, the Mercedes-Benz SS/SSK and the Porsche brand. In 1975 he acquired his first job as a manager at Audi. In 1993 he was called to VW and by 2002, when his retirement was planned, transformed it into the first automobile company worldwide, adding brands like Bugatti, Lamborghini and Bentley. It was his belief that the reason VW was going through a crisis in the early 1990s was the lack of preparation and homework by the people working in the company. Pià «chs leadership style has characteristics that consist him a high task oriented person because of his clear vision, his passion, his knowledge and the guidelines he set for his employees. However, he can be attributed the style of a task master as he leaded through fear. He had the respect of his colleagues but on the other hand he was described as a brutal person who wanted to be informed of the smallest detail and that is why he was called freak control. He liked to visit his employees at their working place and pressure them. However, he did not give direct orders and his managers should for example, change the task of 100 people immediately if they suspected Pià «ch wanted to do something in a different way. Pià «ch was never afraid to blame someone for their mistakes. For instance, a problem occurred in Mexico with Golfs launch, not passing certain requirements. He stated that the workers were not to blame but the managers. Ferdinand Pià «ch is a transformational leader. Through the actions he took in VW he has showed that he is able to pass his vision to the individuals around him and create extraordinary performance which will eventually lead to success. He would spend most of his time in the plants talking to employees, pressuring them. He never remained non-committal and his employees thought of him as tough but at the same time very reliable. He had the ability of making people trust him and could motivate them. For instance, he gave the opportunity to his employees to form unions and chose to rearrange the working schedule instead of firing the excess staff. He had charisma as he loved what he did and used the German traditional automobile industry strengths to bring innovation. He understood the market and its demands and using his new strategy he led VW to a transformation to the top. Through his ability to turn words into successful resulted actions, Pià «ch is an authentic leader. When he first took over VW he had self-awareness and market awareness so as to be confident enough to implement his strategy. He followed the steps of his grandfather and combined them with the different time period and the knowledge he had. He could read the environment around him and along with the communication he had with this staff and his colleagues he built a strong organization which succeeds until now. Pià «ch succeeded in his work as a CEO in VW by aligning his strategy according to the environment. The automobile industry is a highly competitive industry which in the early 1990s was going through a financial crisis. The technology was changing every day, the costs were high for creating each model and the consumers were not happy. Pià «ch introduced a new platform manufacturing system which allowed VW to produce same parts for different car brands and most importantly, lower costs. He is also known for his aggressive moves into other markets. In order to sustain a competitive advantage, Pià «ch continued updating the product line and achieved a respectable market share around the world. As Pià «chs leadership style was affected by his childhood and the WWII, he grew up to believe that alliances were a guaranteed strategy for anything you do. Therefore, he acquired other companies such as the Bentley, Lamborghini and Bugatti. The core competencies of VW after the transformatio n by Pià «ch were the restructuring of the company, its efficiency, the product line, the platform system and its globalization. A key competence in the success run of VW is its employees. As mentioned before, VW estimated of having 30,000 employees who were not needed. Therefore, VW adopted a four day schedule per week and reduced wages by 16% while supporting the unions. VW became an innovator as the labour relations are concerned and aided in reducing unemployment rates. Furthermore, Pià «ch reduced the number of the board members from nine to five and reduced their salaried by 20%. According to the Level 5 Leadership framework by Collins (2005) Pià «ch is a level 4 effective leader. He had passion for what he was working for, he had clear goals and a vision and was able to motivate the individuals around him and lead VW to success. Through the characteristics of his environment one can conclude that even though he has no humility (he had a patriarch, egoistic style), he was committed and very confident for the future. The action logic Pià «ch follows, according to Rooke Torbert (2005) is a combination of the achiever and the strategist. Pià «ch when he started, had a vision for VW and had the capabilities to implement his goals. He was well aware of the market and at the same time he managed to transform the organization into an international, successful company. Pià «chs personality is definitely a driving force for his actions and results. He once said: It was always my goal to lead a bigger company than my grand-father. He was described as a very passionate man who through the cars design and the patriarchal protective approaches he was using to his workforce, wanted to keep his grandfathers memory and style alive. Pià «ch loved technology and cars and had a deep understanding of the customers. However, his fellow executives saw him as an egoist who considered himself the patriarch of VW. It is no surprise, that his personal life is as controversial as his professional one. He is the father of 12 children, who he has limited relationships with, by four different women and was also accused of an affair with his cousins wife. The reality was that in 1992, he was the best candidate for leading VW out of the crisis. He had knowledge of the auto industry, especially the German motor industry with its strengths, disputes and weaknesses. According to Aiken Keller (2006), a leader transforming an organization must have and illustrate a meaning for his actions, inspire people, build loyal and strong teams and be ready for any collision. As a result, a successful turnaround will occur like Pià «ch did with VW. Even though Pià «ch was described by the press, his family and his co-workers as a CEO who led by fear, he was always ready for the future and had the brilliance of steering this delicate network. Ferdinand Pià «ch is not only a successful CEO but he is a leader who managed to turnaround VW and position it at the top of the automobile industry worldwide. In the years between 1993 and 2001 sales reached à ¢Ã¢â‚¬Å¡Ã‚ ¬88.5 billion from à ¢Ã¢â‚¬Å¡Ã‚ ¬39.1 billion and an increase of 17% of the international sales occured. It was no surprise when in 1999 he was awarded the prize of Car Executive of the Century. In 2002 he retired from VW but still remains on the board of directors and today, in his 70s, he superv ises the extraordinary legacy he left behind. VWs CEO in the US today is Stefan Jacoby. His strategy is focused around 5 foundations. Local production, the organization, the dealer network, the products and the brand. Jacoby is concentrating on most of the values Pià «ch introduced in 1993 when he first took over VW. However, Pià «ch was following the patriarchal values and style of his grandfather. It is important to adjust the strategic model according to the environments trends. It is a challenge of taking over a successful organizations and trying to keep it at the top with a different leader. To conclude with, it is necessary for VW to grasp on the fundamental values that Pià «ch used to make it successful and at the same time be ready to implement radical changes in case of a crisis.

Personal Narrative: Negative Changes in my Dad :: essays research papers

He makes me feel like I am like none-other, but not in a respectable manner. I remember his eyes, lifeless and dark. His smile had a revengeful look upon it, his canine teeth set in his mouth as if her were a vampire. His heart was cold and full of hate. I remember some of the memories as if they were yesterday. His words would cut me through me faster and deeper then any scalpel could. He smelled of cigarettes and coffee on a daily basis, but tried to always cover the smell with the horrendous Brut cologne. It seems clichà © but all I remember is all the bad, none of the good. I remember the late night fights. All I did was sit in the corner of my plain room. Staring at my plain room that only consisted of a dresser that stood up to my chest, and a twin size squeaky bed. My covers were pink and right above and to the left of the bed, in the corner of the ceiling draped a net filled with my stuffed animals. I would sit and think, trying to drown out the screaming. The words of hate were thrown like daggers from dad to mom. I remember hearing the thundering of mom going down the stairs, but it was not by her own will. I remember hearing the screams of â€Å"I hate you† being yelled at dad, and the yelling of â€Å"You cheated, and you were caught, just admit to it damn it!† I remember when we moved for the second time, the fighting progressively got worse. My mom gave my dad chances to come clean, and to be sorry, but the day where he would say â€Å"I am sorry† never came. My dad left July 4th, 2005 while I was away in New York and it wasn’t until I arrived that my parents told my brother and I that they were going to get a divorce. We were in my dinning room, my chair faced the bookshelf walls, to which I would spend all of dinner time staring at the picture of my grandfather’s picture. We ate meatloaf and mashed potatoes, and corn and green beans. The meatloaf hat tomato paste drooping on top, with sliced onions backed into the paste, the potatoes had sour cream in them to make them smooth. The corn lightly dusted with black pepper setting in a buttery sauce, while the green beans were simple and out of the can.

Krokodil: Signing Your Own Death Essay

Krokodil is a drug that is mostly sold in Russia. According to unofficial estimates, Russia is the country with the highest amount of heroin addicts; approximately two million. However, not everyone can afford this drug. Krokodil is a drug more powerful and more destructive than heroin and it is also a lot cheaper. Whereas heroin may cost $150 US and up per use, Krokodil can be obtained for $6-$8 US per injection. So what is Krokodil? It is home made and pretty much anyone can cook it. This drug is pretty much codeine turned into desomorphine by a relatively easy process of cooking. Codeine is narcotic found at any pharmacy. The problem with the desomorphine is that it has to be made by professionals in a special facility or laboratory to be perfectly pure. So these random citizens trying to perform this at home are going to use home products to turn the codeine into desomorphine, which is the cause of why the results after consuming this drug is so destructive. People use gasoline as a solvent, red phosphorus; which we find on average matches, iodine and hydrochloric acid, which is a highly corrosive substance, found naturally in gastric acid, it also balances the pH level of acidity which is why it is used in swimming pool treatment solutions, making it easy to purchase at specialized supermarkets. What does this drug do to you? The corrosive acids will eventually turn the skin greenish with a rough texture, which is why this drug is called Krokodil. The skin around the injection site is the first to gain this appearance and becomes an easy target for gangrene. The skin literally becomes rotten and, in time, it ends up sloughing off, exposing the bone. Victor Ivanov, the head of Russia’s Drug Control Agency, estimates that five percent of drug users in Russia are consuming Krokodil and other equally dangerous home made drugs. Heroin alone kills around 300 thousand people in Russia every year, but Krokodil brings a much faster death. Some of its consumers only inject it when they have no money to buy heroin; however, as soon as they manage to get the money they will stop using the Krokodil. In poorer regions of Russia, though, people are becoming 24/7 Krokodil addicts, which gives them no longer than a year to live, from the moment they first inject this drug. What’s bad about this is that there are actually websites showing how to cook this drug and it’s a growing hidden epidemic. After seeing pictures of what people look like after some doses of Krokodil, I wonder how someone would ever do this to themselves. Having said this, why do people still get themselves into this? What could be so terrible about their lives that they pick the path to self destruction in such a sordid, painful way? krokodil is 3 times more powerful and 10 times cheaper than heroin, and has become an epidemic in Russia. Krokodil has almost the same effects as heroin except heroin does not eat up your skin like krokodil does heroin is not that harmful as krokodil. Kokodril is consumed mainly injecting yourself the substance in your blood stream that’s the cause why it reacts destructively with your body. Many people call kokodril the drug that eats junkies. Many scientists say that this drug is one of the most dangerous drugs in the world. One good thing is that this drug is mainly used only in Russia but not in the united states. Overall if you take krokodil you basically sign your own death.

Conditionals Besides If and Unless

Conditionals Besides If and Unless Conditionals Besides If and Unless Conditionals Besides If and Unless By Mark Nichol If and unless are common conditional conjunctions employed to express conjecture and uncertainty, but a number of other words and phrases that perform similar functions are discussed in this post. â€Å"Should you† is the future conditional form of â€Å"do you,† seen in formally polite requests such as â€Å"Should you have any questions, please do not hesitate to contact me.† It is more flexible than â€Å"if you,† which is strictly conditional in the present, in inviting the audience to contact the speaker/writer at any time, not just now. â€Å"Had you† is an example of a subject-auxiliary inversion, employed in statements such as ‘Had you bothered to ask, I would have told you.† The implication of the sentence is that the audience did not do something that, if he or she or they had, would have achieved the stated result. â€Å"If (noun/pronoun) were† statements pertain to possible but improbable occurrences or to recommendations, as in â€Å"If you were to open your eyes, you would find what you were looking for.† A more formal version of this form is â€Å"were (noun/pronoun) to (verb),† as in â€Å"Were we to think otherwise.† Several words or phrases impose conditions or set limits, such as â€Å"As long as† (less formal) or â€Å"so long as,† (more formal), â€Å"only if,† â€Å"on condition that,† and â€Å"provided† or â€Å"providing† (or â€Å"provided/providing that†). The conjunction or is used conditionally to establish an alternative possibility to a condition or state: â€Å"Hurry up, or you’ll be late.† Otherwise, as used earlier in this post, is a pronoun; as a conjunctive adverb, it serves the same function as or (but notice the difference in punctuation): â€Å"Hurry up; otherwise, you’ll be late.† (Some writing guides accept the punctuation used with or.) Suppose and supposing apply to what-if situations: â€Å"Suppose that I were to say no- what would you do?† â€Å"Supposing that I were to say no, what would you do?† Suppose also pertains to proposing an idea, as in â€Å"Suppose I pay for dinner, and you buy the movie tickets?† In â€Å"if only,† only appears as an intensifier to express a strong wish for a different condition or state, as in â€Å"If only you had told me before.† â€Å"If so† and â€Å"if not† pertain to opposite potential affirmative and negative conditions or states, respectively, when the condition or state is known: â€Å"Do you plan to attend the event? If so, click on yes. If not, click on no.† Even is also used as an intensifier with if, but unlike in the case of only, it precedes if; it pertains to extreme or surprising conditions or states, as in â€Å"Even if I were to believe you, what would you expect me to do about it?† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Grammar category, check our popular posts, or choose a related post below:When to Use â€Å"That,† â€Å"Which,† and â€Å"Who†35 Genres and Other Varieties of FictionAdvance vs. Advanced