Cooke’s driving leadership behaviour dimension to be in the latter category of concern for production and Ms. The second dimension is concern for production and is defined as the degree to which leaders place importance on objectives, efficiency and production specifically what it takes to meet the desired result.īased on these definitions, I would classify Ms. Blake Mouton’s Managerial Grid is a model using in identifying leadership style that is based on the concept that there are two behavioural dimensions: concern for people which can be defined as the degree to which leaders are aware of and consider the needs of their staff, their skill sets and development potential when making decisions about specific tasks to be completed. It has been stated that today’s successful leaders have created in their organizations an atmosphere where every employee believes in management, their strategy and the importance of their individual contributions in achieving the organizations goal. The style of leadership varies with every individual. She received the message as “ create/design new product offerings that would appeal to districts within the southwest region. (See Figure 1) For example, when Chris Peterson was assigned to lead her team in delivering new products that would appeal to larger districts within and outside of her designated region. Successful communication is only achieved when the sender and receiver of information have the same understanding of the information presented. Peterson communicated and fostered open, collaborative conversations with her team, she failed to communicate with her manager to ensure that she understood expectations for herself as the leader and for her team. Peterson never had regularly scheduled planning meetings or informal weekly check-ins to ensure that she and her team were on target for successfully delivering the team’s objectives.Īlthough, Ms. Cooke met regularly with other department leaders, she and Ms. Peterson failed to communicate in all phases of the organizational change. Study results that have been published by the University of Pittsburgh’s Katz Business School have indicated that effective communication skills have become one of the most important factors when recruiter’s are screening candidates for potential managerial positions.
The communication of these changes wasn’t handled in the most efficient manner and subsequently not received by all employees in a favourable manner. The manner in which the new strategy was communicated at all levels of the organization appeared to lack a clear concise message which defined the redesigned strategy, new organizational structure and a detailed implementation plan to achieve the desired results. Based on my review of the case, the major issues identified can be categorized as communication, leadership, organizational culture and organizational change. Cooke and the Board of Directors made the decision to adopt a new structure that created cross-functional teams each assigned to a specific region for which they would design and create products for customers specific to their region that could potentially be marketed to additional regions with similar demands.
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A major consideration for the firm was how to achieve this goal and maintain the level of commitment from employee’s as change in any form can be a daunting task.Ī new management structure was determined and Meg Cooke was appointed the Chief Operating Officer of DSS. The firm would need to realign their management structure and create functional teams to design, develop and implement product offerings that would appeal to an expanded market (i.e. The key issues of this case involved successfully redesigning the firm’s strategy, implementation of those changes while maintaining their level of success.
These aspects led to a stop in the company’s development and forced the company to redefine the organizational structure to stay a rival.
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