Dunns Emporium Experiences Growth - Research Paper Example

Dunns Emporium Experiences Growth Table of Contents Table of Contents 1 Introduction 2 Role of Dunn as a Leader 3 Cultural Diversity Managing within the Organization 4 Dunn’s Role as a Relationship Builder 5 Dunn’s Role in Using John’s Knowledge for the Deli Business Growth 6 Conclusion 6 References 8 Introduction Joseph Dunn owner of Dunns Ski Emporium has finally succeeded in expanding its business and merging with The Deli. Majority of the employees of The Deli and Dunns has accepted the merger and is welcoming the new leader of the organisation though some of them are not happy with the decision. The Deli workers are not satisfied with their new manager John Levitz as he is authoritative and stereotypical when it comes to decision making. Though John is innovative and welcomes change for the benefit of the business but is arrogant and over confident on his skills which de-motivates employees and affects their performance quality. The staff was also dissatisfied by the attitude of the general manager of The Deli as he did not accept change or innovative ideas. His ideology was that if there is no need for change then one should not initiate Change. Dunns faced a cultural imbalance in its work environment due to the recruitment of new workers from South America as there a language barrier between them and the original staff who were Spanish. The purpose of the report is to create a leadership plan which enables Joseph Dunn to continue with his expansion plan for the company. The study also emphasises on the role of Dunn as a leader as well as a relationship builder to motivate his employees to achieve organisation goal. Role of Dunn as a Leader Leadership is the process of motivating, empowering, influencing and communicating with people to achieve organizational goals in a given situation. The role of a leader is to encourage the team to work towards the goal, define the task by providing a structure, classify the decorum, policies and the working methods for the team and evaluate the performance to enhance the individual development of the team. Therefore a leader motivates, encourages, guides, creates followers, controls, negotiates and inspires the team for quality performance achievement (Bogardus, 2009). In the context of the case study, Joseph Dunn needs to act as a motivator and encourage the staff of Dunns Ski Emporium and The Deli to acknowledge his decision of the merger. He would act as a mediator to enable consensus among the employees. He must act as an initiator to promote innovation that can be brought in the strategic implementation for both the firm’s growth. His role as a strong leader is important to assure complete harmony among the employees of the firm by integrating the departments. He must implement working methods and behavioural conduct as well as facilitate ideas from team which was a problem being faced in The Deli due to the new ice-cream manager, John Levitz as his arrogant behavior towards his subordinates were inappropriate and was discouraging the team to perform and coordinate among themselves (Gardner, 2009). On the other hand John was young and enthusiastic about the expansion of the ice-cream business which would benefit in the merger of the two firms. Hence Dunn’s role to promote and motivate his ideas was necessary for the expansion growth. Dunn’s leadership role as a communicator was of highest priority in his Ski business the South American worker needed to associate and mix up with the other Spanish workers in-spite of the language barrier which was discouraging them to communicate with others (Merrit, 2008). Cultural Diversity Managing within the Organization Due to the growth of globalization, organizations are subjected to varied cultural diversity among nations. There is an exposure to communicate and work with people of diverse backgrounds, faith, values, ethics, traditions, language and religions. Individuals now come out of their comfort zone and relocate in the search of work (Holbach, 2009). They are now the member of the global market arena where there is tough competition among every country and continent. Due to these reasons organizations now must be flexible and liberal in welcoming the various cultural diversities among the world and must build up strategies to be able to cope up with change as well as acclimatize with the cultural beliefs and values of different nations which would enhance workplace diversity. As it is a challenge for any organization to manage diversity and change, leaders as well as managers must develop certain managerial skills to coordinate teams in the multicultural environment (Davis, 2011). Dunn must facilitate and teach the existing employees to value the multicultural disparities which in this case were the South Americans. Though there was a language barrier he should make it mandatory for the employees to have lunch together. He should come up with group activities and assign team work to encourage more group coordination and harmony among staffs. Dunn should reward the new employees feel for their quality performance to make them realize their hard work and initiative is recognized by the management (Yukl, 2010). Dunn’s Role as a Relationship Builder The areas in the original plan that requires modification are in the organizational purpose and goals, its structure and culture as well as in its vision and mission statement. These changes would be initiated by Dunn to act as a relationship builder (Edd, 2011). The organizational purpose and goals should emphasize on positioning itself as an organization that synthesize harmony and coordination among its employees and management. It should also highlight its initiative to encourage workforce diversity and be an initiator to multicultural organization in the era of globalization. The organization’s mission should accentuate human resource diversity which would help the company to achieve its target of diversifying in other sectors through merger. The company’s growth is a result of the performance of its employees hence job satisfaction as well as empathetic working environment to its workers should be the vision to position itself as the fastest service provider across the country (Edenborough, 2009). Dunn should ensure that the leadership style followed must include the Bureaucratic leadership style along with the Democratic and laissez-faire leadership types as there are conflicts among the employees in the other company, The Deli due to its young, overconfident and arrogant manager John Levitz who exerts his power by misbehaving with the staffs and not welcoming their innovative ideas. Dunn must regulate working standards and human resource policies to control the code of conduct of the management as well as the staffs. This would ensure viable work culture and mutual respect among employees which would further motivate them to perform well (Charnan, 2008). The policy guidance would also ensure the new labors from South America follows rules like having lunch together and working among cross cultural groups with harmony resulting in suitable work culture for the employees. As a democratic leader he should uplift change and therefore integrating software for operational and administrative management would be a step towards the organizational automation. Dunn’s Role in Using John’s Knowledge for the Deli Business Growth Dunn should motivate John to come up with his innovative ideas to help The Deli expand as well as use the knowledge for the growth of the Dunns Ski Emporium. John suggested a plan to encourage the customers to customise their own ice cream flavours in The Deli through classes held for them in the restaurant. This would lead to menu up-gradations and varied offerings according to customer choice leading to customer loyalty. Dunn can utilise this plan and offer ice-cream at a discount to customers coming up with flavour ideas. He can channelize his customers to avail ice-cream from The Deli and also acquire customers from the later company to avail service in his company. He can customise ski boards for the customers taking their insights and go for loyalty cards as well as joint membership programs for both the companies where they can avail discount on availing service from any if the two companies (Allen, 2009). Conclusion In order to keep the business expansion and merger among the two businesses going strong, Dunn must act as a democratic as well as bureaucratic leader to ensure proper synthesis of harmony and coordination among the employees of the companies and avoid conflict. Dunn must encourage multicultural diversity in the organization as well as motivate, empower, create followers, and promote communication among the staffs. He must modify some of the prior organizational and leadership strategies which would facilitate the growth and success of the merger by also incorporating innovative ideas from John, the ice-cream manager of The Deli which would help in expanding as well as promoting both the companies. References Allen, D. (2009). Leadership and Teamwork Essays. London: McGraw-Hill Education. Bogardus, A. (2009). Leadership and Teamwork. London: Kogan Page Limited. Charnan, R. (2008). Leader at All Levels Deverlopment. Hoboken, New Jersey: John Wiley & Sons Inc. Davis, A. (2011). Leadership, Teamwork and Trust. New York: Harper Collins. Edd, J. K. (2011). Strategic Leadership: Leading Change in a New Age. London: Harvester Wheatsheaf. Edenborough, R. (2009). Assessment methods in recruitment, selection & performance. Belgium: Peeters Publisher. Gardner, R. (2009). Games for Business and Economics. New York: Wiley. Holbach, L. (2009). HR Leadership. London, Thousand Oaks CA: Sage Publication. Merrit, E. A. (2008). Strategic Leadership: Essential Concepts. London: Aventine Press. Yukl, G. (2010). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. Read More