Argo Case Study Leadership Analysis - Essay Example

In addition, they have noted some areas that are certainly in need of improvement. This report addresses each. 1. Part A - Leadership Criteria: From the case study of ARGO, select ONE sub criteria from the Leadership section and assess it using the RADAR methodology and EFQM requirements of the Leadership criteria. 1.1 Two Strength areas (things ARGO did well as related to applying the requirements stipulated in the criteria or the RADAR) Let us consider section 1 d of the leadership portion of the case study.

This section details that ARGO leaders are to reinforce a culture of excellence with the organization’s people. As of recent assessment, it was felt that the manager were not living up to this part of the vision, partly because they themselves felt cut off from the corporate culture of ARGO. This was understandable, but certainly an area that could be improved upon. One strength area that was implemented rested in the CEO of the company taking two days in February to host a retreat style event over two days.

This event provided the entire company a chance to connect with its various leaders and to be reminded of the corporate vision of ARGO. The nature of the work that the company is quite stressful, and given the remote location of many of the job sites, disconnect can often set it. These events provide an opportunity not only for the CEO to share what has been happening in the company, but also to hear from various managers about aspects of the business that need improving. In this sense, the company has done well an deploying a system of enablers, under the RADAR logic of the EFQM model.

Rather than simply sending out corporate memos that dictated company policies on a continent wide scale, the company has enabled its respective managers to carry out leadership functions based on their own unique situations, as long as they within the company vision. By meeting together once a year, in a strategic environment, the company is further enabling an atmosphere of teamwork and congeniality to be developed that should serve to enhance the quality of relationships experienced by all employees.

A second strength exhibited in this area involves the change to have all managers leave their enclosed office and work out amongst their staff in an open plan layout. This puts the focus on the employees. It makes them feel that they are valued and important. In addition, it allows the manager to have a better grasp of the overall work culture in the office. You see, when a manager remains in a closed office, or even one with a strong open door policy, they cannot possibly pick up on the attitudes and feelings of their staff.

They do not know the struggles that are potentially being encountered by the team, nor do they really know what is going well. By sitting amongst the staff, problems can often times be headed off before they emerge into serious situations. This also enables the managers at ARGO to truly reinforce a culture of excellence that is being talked about in this leadership section. When sitting in a closed office, the staff are not really able to see what the manager is doing. If things are not going well within the organization, the manager will be the one initially to blame because the staff will no see that they are truly performing their duties in line with the culture and vision of the company.

This has been express before on EFQM self-assessments where the employees do not always believe