Situations Analyses: The New Boss and The USS Florida - Case Study Example

Case Analyses: “The New Boss” and “The USS Florida” “The New Boss” In summary, the case was about the new boss, Tom Carr. The workplace scenario revolved around the circumstances spurred by Carr, particularly, the HR’s technological upgrade termed, “web-based job posting system” (Daft and Lane 159). This project involved the HR unit and the IS department. Tom Carr’s contribution in the picture led to a sour and static disposition for the company’s chief information officer, Sam Nolan. Evidently, there was a clash between the two’s (i.e., Carr and Nolan) perception of the extent of technology’s role in their corresponding department’s function. While Nolan saw the technological integration into the company’s systems and processes as a convenient cost-saver and competitive edge, Carr viewed the HR department’s function as solely tied to the human intervention (Daft and Lane 159). Mental Models. The two different mental models predominantly presented in this case were ‘Let failure coexist with triumph’ and ‘Defy convention.’ The first mental model can be described by this analogy: Carr’s triumph is Nolan’s failure. The case’s themed ending, which involved Carr having the last say, implicated Carr’s ‘triumph’ over the whole technological integration-scenario. In support of this was his consequent actions -- “He immediately disapproved several new features suggested by the company’s internal recruiters” (Daft and Lane 159). On the other hand, Nolan’s aggravating work practices (i.e. playing solitaire in his computer) implicate the loss of his job’s integrity (Daft and Lane 159). The series of project failure, due to Carr’s disapproval, had managed to deduce his work to nothing or of no essence -- ultimately, a failure. The second mental model, which is ‘defying convention,’ was reflected by the ‘web-based job posting system.’ This technology was sought to be incorporated to the HR function for tons on pros. Assumption-Based Mindsets. Sam Nolan’s mindset was based primarily on the thought that his job involved the introduction of technological applications to the company’s various departments. This being the basis of his job, he assumed the position of being the ‘tech’ communicator who establishes department-relationships through trust (Daft and Lane 159). He incorporated his knowledge with the department’s specific needs and answered them with technological-convenience. Meanwhile, Tom Carr’s mindset can either be described as the traditionalist or non-integration type. His assumption lies in the core performer of the function and invalidates the necessity of any deemed external intervention (such as technology). Evidently, Nolan and Carr’s assumptions were based on the perceived scope of their functions. Shift Potential and Action. Carr has the potential to shift his mental model to a new one when the necessity arises, and he is pushed to become flexible. This necessity may come through the bloating operational costs such as training and external hiring costs. If the Web-based internal job posting promises the best solution for these risky instances, then Carr may become open to technological integration. If I were Sam, I will concentrate my efforts in maintaining the efficiency of the existing technological processes and systems. The efficiency and cost-savings reaped from these technologies may invite Carr to take a second look on technological integration. “The USS Florida” The case covered the circumstances that led to the severed relationship between Captain Michael Alfonso and his Trident crew. The case briefed the nature and general ambiance of an ideal relationship among submarine crews, which was violently slurred by the arrival of the new captain. While the crew perceived Alfonso to be a good comrade (since he was perceived as to be “one of them”), the ensuing manner of his command proved to be the ruse of his leadership (Daft and Lane 160). Not only does Alfonso reprimand his crew in an embarrassing or humiliating way, his outbursts also cover petty matters (Daft and Lane 160). Impact. In terms of love versus fear, Alfonso’s impact expanded from the functional to the emotional aspects of the Navy work-life. Initially, his admonitions were performance-focused and publicly made. However, the manner was just too public in the crew’s perspective. Consequently, Alfonso’s impact reached the emotional aspect when his behavior accrued to the crew’s demoralization. His authority instilled fear, and fear-based authority was neither good for the crew, or the captain. An account of his strong captain-behavior may include the incident with Chief Petty Officer Donald MacArthur, or the missing fork in his setting (Daft and Lane 160). Though only low performance levels required Alfonso to be strict, these were not sufficient, nor should it warrant untoward responses that severely impact the crews morale. Priorities. As a leader of a nuclear-boarding submarine, one should prioritize the establishment of a high-quality interpersonal relationship with the crew more than the achievement of high certification grades. This is because the overall operations of the submarine are in the hands of its crew, not really of the vessel. Though vessel maintenance warrants certification grades, a low crew-morale will inevitably or potentially sink this grade in the mere future. Admiral Sullivan’s move, which involved relieving Alfonso, was undisputed. Evidently, Admiral Sullivan prioritized relationships over certification. His recognition of the impacts of Alfonso’s behavior were sufficed with his statement, “fear and intimidation lead to certain ruin” (Daft and Lane 161). Not only did Sullivan’s move cut the extending gap between the captain and crew, it averted the potential ensuing of a mutiny. The potential of this mutiny was confirmed by the movies chosen by the crew in their movie treat; these movies were all rebellion-themed (Daft and Lane 161). Emotional Intelligence. Evidently, Alfonso’s behavior showed how little emotional intelligence he possessed. His self-awareness was considered low due to the little reflection he probably had. Otherwise, reflection may have provided him the outlook of his behavior’s impact on the crew. His self management was also relatively low. This rate was attributable to how he managed his composure on petty situations that necessitated patience on his part. His social awareness could possibly be the most sagging part of his emotional intelligence. In fact, his lack of this awareness was supported by his reaction to his being fired -- ‘seemed dumbfounded’ (Daft and Lane 161). Moreover, had he possess averaged-social awareness, he could somehow pinpoint the change in the crew’s morale. His relationship management, too, was low. He did not even wait for the crew to mentally adjust; instead, “Commander Alfonso moved swiftly to assume command” (Daft and Lane 160). If I were to advise him, I would tell him to practice self-reflection and sensitivity. These two are the bases and tools for establishing good relationships -- be it in a submarine, or anywhere else. Work Cited Daft, Richard L., and Patricia G. Lane. The Leadership Experience. 5th ed. Mason, OH: Cengage Learning, 2010. Print. Read More