Discuss the below in a seven page:
The paper must contain a cover page, include both in text citations and a References page in APA format.
a. Include at least 4 peer-reviewed sources, such as journal articles from the Rasmussen Library.
b. Follow the format of your previously submitted Paper Outline
c. Provide an overview of the Case Study.
d. Provide the Contingency Model you selected as the solution to the case study. (See attached document already done)
e. Include the diagram or chart of chosen Contingency model. See attached sheet already done
f. Provide key examples of what you have learned from this Case Study
g. Provide a brief description of two separate Contingency Models that could be used to affect organizational change based on this case study.
Abstract
This paper is aimed at addressing the problems that accompanied the changes which Delta Pacific Company made to contain the crisis of low globalization in the company.
Introduction
Delta Pacific Company was founded in 1970. The company was initially started to be a computer hardware manufacturer. Delta Company experienced problems from the globalization which had trapped a lot of companies in the west. Globalization rendered the company irrelevant because the demands of the global market could not be met. The products of Delta Pacific Company could only be used locally and would not compete with the rest of the products of the same kind in the world market.The order morphs form globalization of products to consultancy. The company opted to provide consultancy services in a bid to control the globalization; this completely finished the company and sent it to its knees.
Delta Pacific Company was thriving when it was a computer hardware manufacturer, this was before globalization. The products produced (computer hardware) were competitive in the local market. The managing team was confined to one objective; they were not flexible to change with the trends of business, the reason they got stranded when globalization took course. The mistake done by this company was making it a consultancy company. It confused them more because the company was defeated to advance their production to fit the global market by they were opting to offer consultation. The crumbling of the company brought panic among those associated with it, mostly the stakeholders who got worried about the returns that did not show any light of re-establishing. It is an unfortunate time for a company to lose the trust of the stakeholders because those are the people who hold the company together.
The biggest challenge to the Delta Pacific Company was globalization. The needs of the market had changed and they could not go with the market and lead it to come down. The actions taken by the company to curb globalization is the same reason it crumbled. The proper actions were not taken to raise the company; rather, they complicated things more to an extent they could not raise again. Globalizationhad made the computer hardware useless as they could not get market in the international market. The aftermath of this was the stake holders losing hope of the company picking itself again. The turn of events could have caused a quick change of business to Consultation Company, which proved to be another nightmare to the company.
Fielder’s Contingency Model, Matching Leadership Style to a Situation which was created by Freud Fiedler outlines that there does not exist a specific style of leadership and that leaders can only be termed as effective based on how the make decisions and how they lead the others in different situations. The model reiterates two main concepts namely; situational control and leadership style. The company ought to identify the style which they run their company with, weather it is authentic or it is relational. From the events, the company was running on relational leadership, which is characterized by empathy and emotion, also social intelligence is noted where the leaders are concerned about the employees and the stakeholders so much.
Company structuring is very vital to realize success, Leadership is deemed weak and poor if it does not build relations and is well structured. (Painter, 2014). The capacity of the leader being in a position to give commands depends on the structuring of protocol. Delta Pacific Company. The three types of leadership could help the Delta Pacific Company. Leader-Member Relations is the level of confidence that the team has on its leader. A trusted leader is bound to do more than that who is not trusted. Task Structure kind of leadership is the type of task you are doing, clear and structured or the opposite. Where the tasks are unstructured and the leader has very little knowledge about them is viewed unfavorably. Leader’s position power is the might that a leader holds to congratulate or punish a team. The more power the better. Being weak or strong is Fiedler’s identification of power. In the case of Delta Pacific’s case, the best leader of the company is Task Structure and has to be utilized in the right manner.
Recommendations
It is recommended that the company’s leadership should try to increase its relational leadership skills and apply Consultative Leadership Decision Making. Relational Leadership is that kind of leadership that perspective or model that lays emphasis on the idea that the effectiveness of leadership depends on the ability of the leader to create positive relations with the organization members. Leadership is dependent on the context, but the context on the other hand is established by the relationships that we hold with value, (Wheatley, 1992). Relational leadership includes components such as inclusiveness and empowering of members, it should be purposeful and ethical. It should also be oriental (Susan, 1998).
Consultative Decision Making could help the Delta Pacific Company, it is about collecting of information or suggestions from key people like advisors, and then one person makes the decision in respect to what he has gathered. Although it may be time taking but it usually works.
Conclusion
Delta Pacific Company failed because of domineering leadership. The leadership may have not wanted to hear of the contribution of others in decision making in the company and thus leading to poor decisions being made.
References:
Mind Tools (2003). Fiedler's Contingency Model, Matching Leadership Style to a Situation para Painter J. M, (2014). Artificial Versus Authentic Leadership (68)4:99-104 Springer, J. (2009). Business10 Fortune 500 Companies That Started With Next to Nothing (2)6:19 Susan R. Komives, (1998). Exploring Leadership: For college students who want to make a difference. (3rd Edition)Wheatley, Margaret J.(1992)Leadership and the New Science: Learning about Organizationfrom an Orderly San Francisco, CA: Barrett-Kohler Publishers.