Leadership and Decision Making Skills - Assignment Example

Leadership and Decision Making Skills Leadership and Decision Making Skills Part Question Following the Vroom-Yettonmodel, if I were Masayoshi Son, the technical quality if the decision could be very important in this merger issue since the consequences of failure are significant. The decision to purchase T-Mobile has been analyzed and realized to have a potential to post negative free cash flows for several years. It had even been warned by the agency that the carrier would face very stiff and complex integration. There was a forecast of creating a company worth $75 billion in debt due to the proposed merger between the T-Mobile and Sprint. This would make the company bleed a lot of cash until 2018 before it reaches its breakeven point. Such reasons make the proposed merger to be a technical quality decision since the consequences of failure are actually very significant. The significance can be quantified in cash form. Question 2 If the purchase decision had to be made, Masayoshi Son needed to work closely with his management team to help him achieve a successful outcome. In this case, therefore, a successful outcome depends on the team’s commitment. The team that will be charged with the duties of aligning the two companies, coming together through a merger, will have a lot of alignment work to do. They will need to ensure that a thorough market research is carried out to position the new company well in the competitive market environment. It means, they will need to make good strategic decisions that will ensure the company is removed from its worse state to a better promising state. Considering that two companies are coming together to form one company with a bad financial structure, it would require the management to work together with a well-informed and coagulated team that would ensure that they to bring the both sides of the companies to work together. Without the commitment of the team, negative performance of the new company must be expected for several years. A buy-in is, therefore, necessary for the solution to work. Question 3 There is sufficient information about T-Mobile to allow Masayoshi Son to make decision on his own. However, for a clear decision, it is necessary that the Chairman should involve qualified analysts to ascertain the actual position of the T-Mobile in terms of capital structure, financial status, debt structure as well as the viability to exploit the merger. The information to be used to make a decision can therefore be accessed easily. But, it is necessary for the Chairman to consult with the experts before making the decision. Question 4 In this case, the problem is not well-structured to enable someone to know what needs to be addressed and what defines a good solution. There are a lot of issues with the T-Mobile company. It, therefore, requires a teamwork to establish the problem in a clear way so that they can know how to deal with it and find a good solution. The Chairman will therefore require a team of experts to help him in defining the problem for them to find a proper solution to the problem. It might be misleading to make an alone decision yet some areas require technical expertise. Question 5 According to this case, the team might accept the decision if it is made by the Chairman himself. However, the deal will lead to a destructed managers and employees, hence, he will have to work with a destructed team. Such a team will not be able to deliver as expected as they will be required to implement a decision that they were not part of during its initiation. The Chairman, therefore, needs to involve the team in the decision making if he needs them to work together with him in redeeming the worth and image of the new company. Question 6 The goals of the team, in this case, are not consistent with the goals that the organization has set to define its successful solution. This is because, following this case, T-Mobile is to be acquired by Sprint. These are different organizations with different goals. The team at Sprint are fulfilling different goals of the organization that may not be the same as the goals that the merger will be looking forward to. In that case, the goal of the team is not in one alignment with the goal of organization. Question 7 Since two sets of managers and employees are coming together to form one new company, there is a likelihood a conflict that might occur between the teams. The teams could argue about which solution is the best in running the new business. This might result because the two teams were used to their old way of running separate companies differently. When brought together, new ways of running the new company might be introduced. This can be seen as a big challenge to the teams’ performance. Part 2 After going through my answer with the Vroom-Yetton diagram, I realize that Masayoshi requires a C2 kind of decision making (Rigolosi, 2005). I’m surprised with this answer since all the decisions I made in my answers above are actually summarized under the C2 decision making style. Under this style, one is responsible for making their own decision, however, it is necessary that he gets together with a group to discuss the situation. This allows him to hear different suggestions and solicit suggestions. This style is referred to as the Consultative 2 style. Based on my own research, I would recommend this kind of a decision, since it enjoins all the stakeholders in the decision making that can take an organization forward. All the experts in various fields are consulted to get the best suggestions that can help the organization move forward. Conclusion The Vroom-Yetton model was very helpful in choosing my decision. Sincerely speaking, as I was providing my answers to the seven questions, I never knew that I was defining a destiny that would be one of the options in the Vroom-Yetton model. To trace your answer down the model is easy, giving one a defined and short way of handling the problem. The whole definition of what style is appropriate is also provided to sum it up. I would highly recommend this model for use, especially in areas where technical decision making is required. Reference Rigolosi, E. L. (2005). Management and leadership in nursing and health care: An experiential approach. USA: Springer Publishing Company. Read More