Microstar Industries Report - Case Study Example

Report to Paul Willard President Microstar Industries As a policy from our consulting company, Leadership Associates, we advise every client that leadership and humankind are inseparable no matter the situation at hand. This is because the success of every organization entirely depends on the coordination of the various departments through effective leadership. Like any other organization, your company, Microstar Industries success will be dependant on the leadership styles by managers, which will be dictated by the policies implement as the president of the company. Just as you stated to us, expansion into new product like other company could be very tricky if proper measures and regulations are not put in place, and the management does not scrutinize to evaluate how successful the idea could be, and the impact to the junior managers. This is not to say that as the president you have failed in playing your role, but as the overall manager, it is important to move a mile ahead and conduct personal evaluation and analysis within the organization whenever new ideas and innovations are put in place. The problem of power struggle between people and departments has been a controversy in many growing organizations, with diverse impacts, which are not limited to shut down of organization. However, the problem is manageable if and only if every individual and department works with an intrinsic motivation towards the organizational short term and long term goals. The sales department is very crucial to every organization since it determines whether the production department will continue with production, and whether the financial department will realize its goals. However, with such high degree of significance, several problems seem to have bound the organization inhibiting the realization of the department goals and organization’s goals as well. The main problems dominating within this department is overconfidence, over trust, and unnecessary job security. It not understandable how a department manager can barge into the president’s office with mere demands that must be obeyed. Despite Ernie Lane being a veteran within the organization, leadership theories advocate procedures to have departmental demands met. The threats to quit job means the Lane trusts that he is an instrumental asset that the organization cannot afford to lose. As the Microstar’s president, it is worth noting that this notion is wrong. Despite having worked in the company for 20 years, leadership ethics require that effective in leadership is not on grounds of how many years of experience, but the achievements. Success in any department does not depend on number of staff, but motivation. Evident in the sales department, lane is oppressive, impatient, cruel, and on top of all he has no confidence in his staff while the staff also lack confidence in him. A leader who does not listen to critics, correction, and ideas has failed. The other notable failure is the clash of ideas and different opinions from the ever-increasing number of workers who from their perception are being oppressed, their needs are not being addressed, and not motivated. If organization does not produce quality goods, ensure timely delivery, and a clear line of distribution, the ultimate goal is failure. This has been the case in the production department. The main problem is breakdown and unclear line of communication. It is of paramount importance for the production and sales departments to work hand in hand to ensure that the needs of clients are met in right and timely manner. The dispute between these two departments has led to the failure of production department. For instance, it is unimaginable how sales department can promise delivery without giving notice to the production department. It is arguable that there could be a clash of ideas with hope to bring down an effective leader. Although Beth Rowden has achieved in winning the confidence of her staff despite a short period of service, she has failed because as a leader disputes between managers can easily bring down a growing organization. As advocated by Zaccora and Klimoski, such disputes should not be made known to the junior staff and should be solved using the right channel (87). In addition, the rumors that Rowden will be replaced in an organizational shake-up have caused havoc within the entire department reducing production. The staff should use the opportunity they have especially the freedom of goal setting, problem solving, a decision making to bring a remarkable change within the department. To improve productivity and satisfaction among personnel in these two departments, several actions need to be taken. The best plan is to introduce a training program to new recruits and an incentive program. In the training program, new staff should be trained thoroughly and competence must be ensured before recruiting them. The incentive program that will be set up will focus on giving both the sales and production staff a reason to stand and produce as well as sell. This will be marked by good remuneration and overtime programs for besides organizational goals, the staff aims at making money for a better living (Bruce 63). These recommendations must be put in place to place the organization when it belongs in the market. First, as advocated by democratic leadership style, a leader must be acceptable by those they are leading. This is one reason why the sales department is having problems since they lack confidence in their manager. Lean must be transferred to another department for a change in those he leads and avoid the monotony existing for the 20 years. For the production department, they have confidence in Beth and the organizational shake up should not change the manager as at present but until some later date. Further still, this replacement should be perceived from the advantageous side of view where Rowden will move to another department and realize notable change in her endeavor for the benefit of the organization as a whole. Measures should be taken for those managers involved in disputes with strict warning of the repercussions, which will ensure that the managers work as a team. Further still, any innovative idea from any staff should be received positively and supported financially. The “Singapore fiasco” was a very constructive idea that and would take the company far in realizing its goal. However, it was received with critics from the one who should have given the best support, Lane. Work Cited Bruce, Anne. How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the Workplace. New York: McGraw-Hill Professional, 2006. Print. Zaccora, Stephen and Klimoski, J. Richard. The nature of organizational leadership: understanding the performance imperatives confronting today's leaders. New York: John Wiley & Sons, 2001. Print. Read More