Case study Essay Example
2HIGH NOON AT ALPHA MILL-
High Noon at Alpha Mill
The High Noon at Alpha Mill is a management case study that brings out some of the behavioral and managerial problems affecting organizations in today’s world. In today’s dynamic world, business organizations operate in an ever changing environment, and are essential to make some organizational changes to fit in the environment. The Alpha Mill finds itself in such a situation and change is not an options but a necessity. Mr. Davison is appointed to spearhead the changes in the organizations and improve its growth. However, the manner in which he implement the changes leaves the organization at worse position than before he is appointed. This paper will analyze the case studies particular on the values, power and politics and leadership styles in Alpha Mill organization.
The values of growth and teamwork dominate the corporate culture of Alpha Plantations Sdn Bhd. The company is based on the value of growth and success. Mr. Ang manages the organization for many years and everything is seen to go fine as the production and profit of the company is gradually increasing. However, when the market situation changes, which cause the company to make losses, the company hires Mr. Davison to bring change in the company and ensure the company continues to growth. The value of teamwork is also evident in the company. Mr. Davison insists on teamwork where the employees find solutions of their problems. The value becomes a major issue in the company as the concept is not introduced in the right manner.
The focus on the productivity of the company rather than the all the aspects of the company creates a culture of administrators-followers relationship. In this culture, the employees lack the self-motivation as they simply do what they are told. Mr. Ang does not give the employees room for creatively and freedom. This culture denies them the motivation that comes as a result of self-accomplishment in their work. Introducing teamwork could have solved the low employee morale and hence creatively and productivity. However, Mr. Davison fails to implement this change in the manner that will be accepted by all the employees in the organizations (Huselid 2013). At the end, Mr. Ang feels rejected which results to his resignation while the other employees lack the motivation after his departure.
Politics and power are not only evitable in an organization but also play major roles in the day to day running of an organization. First, the two aspects play a role in decision making in an organization. Leaders use their power and political structure in an organization to influence employees to make decisions. Second, power and politics play a major role in solving problems. Solving a problem requires the effort of all the employees and managers use the power and politics to enlist the help of the all the employees. In Alpha Mill, these roles of politics and power are evident (Weick & Obstfeld 2012). Both Mr. Arg and Davison use the power to influence decision and solve problems affecting the company.
Power and politics influence how teams in an organization perform. Effective use of power and politics structure in an organization result in high team performance as it allows fast decision making and problems are solved effectively. On the other hand, poor use of politics and power can result in low team performance (Weick & Obstfeld 2012). This is evident in the Alpha Mill organization where Mr Davison uses his power in an ineffective way resulting in low team performance. He uses the power without consulting other people which make Mr. Ang to resign from his post. The resignation reduces the morale of the employees and hence low performance.
Mr. Davison and Mr. Ang use different leadership styles to manage the Alpha Mill organizations. While Mr. adopts transformational leadership style, Mr. Ang uses autocratic leadership style. Transformational leadership is also called democratic leadership. In this leadership, the managers allow the employees to take an active part in the running of the organizations. Transformational leadership allows the employees to take part in decision making hence their opinions in taken in account when making major decisions. The style empowers the employees to solve the problems (Easterby-Smith & Nicolini 2013). In Alpha Mill, Mr. Davison encourages the employees to take part in solving problems and making decisions in their area of work.
On the hand, leaders using autocratic leadership style tell their employees what to be done, how to be done and when to do it. The leaders do not consult the junior and make decisions without including the employees. This leadership is effective in some situations but have some limitations. Mr. Ang uses this leadership style to run the organizations where he make decisions and solve problems without involving the other junior employees. The major issue with this leadership is that it kills employees’ morale and motivation as there is no sense of belonging and self-accomplishment (Easterby-Smith & Nicolini 2013).
The style of leadership goes hand in hand with the leadership traits of a leader. Transformational leaders have different traits from the one that use autocratic leadership. In the case study, Mr. Davison is a transformational leader, whose leadership traits include open minded, good speaker and social bold. These traits are evident in the manner in which he handles other employees and how he implements the strategies in the organization. On the other hand, Mr. Ang is an autocratic leader with such leadership traits as compulsive, dominance, authoritative, tough-minded and resistive to change. These traits are self-evident in his style of leadership in the company until the time he resigns his job.
Mr. Davison and Mr. Ang leadership styles result in conflict in the organization as the two leaders do not agree on a specific leadership approach. Mr. Davison insists on using the democratic approach which Mr. Ang is not comfortable using it. The resolution to this problem is effective communication and implementation of the new change so that all the employees in the organization understand the importance of the change and accept it without resistance. Mr. Davison should have introduced the new leadership style in a manner that could have not annoyed Mr. Ang. As a result, Mr Ang could have seen the importance of new leadership approach and could have supported without ill feelings (Easterby-Smith & Nicolini 2013).
Recommendation and conclusion
The problems in Alpha Mills could have been dealt with in an effective manner if the right measures were taken. This paper recommends three major areas which could have been taken to address the problems. First, the appraisal in the company should be based on task and value. In this case, Mr. Ang effort could have been recognized by the new manager. The second measure is that the new manager should have introduced the new change in manner that is accepted by all the employees. Mr. Davison ought to have explained the importance of the changes to the employees. In addition, he needed to equip the employees to deal with various problems in the organizations. The last recommendation is that employees emotional are very essential in an organization. The new manager should have dealt effective with the emotions of Mr. Ang as well as other employees through training and ejecting positive experience in the organization.
In conclusion, this paper has analyzed the case studies particular on the values, power and politics and leadership styles in Alpha Mill organization. High Noon at Alpha Mill is a management case study that brings out some of the managerial problems affecting organizations in today’s dynamic business environment. The values of teamwork and performance dominate the culture of the organizations and affect how the employees behave. The aspects of power and politics in organizations are also evident through the two leaders. Mr. Davison who is a newly appointed manage adopt the transformational leadership while Mr. Ang favors autocratic leadership. The conflicting leadership styles result in organizational problems. However, effective implementation of the change could have mitigated these problems.
Easterby-Smith, M., & Nicolini, D., 2013, Organizational learning: debates past, present and future. Journal of Management Studies, 37 (6), 783–795.
Huselid, M. A., 2013, The impact of human resources management practices on
turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 645.
Weick, K. E., & Obstfeld, D., 2012, organizing and the process of Sense making. Organization Science, 16 (4), 409–420.
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