Although roles are clearly defined, CanGo often succumbs to a centralized form of decision-making, with Elizabeth Bennett micromanaging to such a degree that the decision-making process almost becomes paralyzed. Poor communication has also proven to be an issue at CanGo, resulting in staff members unclear in terms of goals and
Cost overruns and delays with project milestones were the direct result of Mr. Larsen and Gary Allison’s inability to effectively manage the project. Customer relations were damaged by decisions that were made by Henry Larsen. For a project of this magnitude, and to ensure the triple constraints (schedule, cost, and scope) were effectively managed, an experienced Project Manager should have been selected to lead this initiative. Furthermore, an experienced Project Manager would have seen the benefits of negotiating for a cost-reimbursable contract versus a fixed-price contract. Executive level managers should have set the expectations and clearly distinguished SEC’s business and ethical practices for their employees.
Executive Summary The Orion Shield Project case study exposes the challenges a project manager often faces in the real world. When an organization chooses project managers, they need to look for strong leaders that are effective communicators and act ethically in all situations so that the company is not legally at risk. Gary Allison allowed Henry Larson to entice him into decision that caused this project to be poorly managed and risk the organizations relationship and reputation with other organizations. Gary showed his inexperience with project management through the technical, legal, communication and contractual issues that arose throughout the life of the project. As a result the project schedule and cost limits were at risk and the relationships within the team were strained.
In this essay I aim to explore the meaning of leadership and to examine the relationship and the relative importance of management and leadership in the engineering industry. Discussion There are many theories as to what a leader is. Of these theories Bennis (1989) believes that leadership is about inspiring and supporting people, while Fenton (1990) believes that a leader questions assumptions, is suspicious of traditions and has a preference for innovation. According to Naoum (2005) leadership has also been defined in terms of group processes, personality, power and goal achievement. Though the theories are numerous, those mentioned above cover the assumptions of most.
Contingency Theory has various styles of leadership and no two workers are motivated the same way (Lewis, Packard, & Lewis, 2007, p. 278). Based on the interaction on how the supervisor and the employee’s role intertwined with each other it was clear to see that the supervisor assumed and expected certain expectations in the workplace and assumed that along with that the client’s needs would also be met. As we seen the situation play out we also noticed the lack of motivation to practice the token system with the clients coming from the employees’ point of view. The challenge there was that competency and practice of the method were not being held to the same standard as the supervisors’ vision. If the supervisor has a strong sense of that method and knowledge of it, the employees were not reflexing the same in this example.
“This case demonstrated that managing employee misbehavior (and the perception of misbehavior) is important and challenging goal for managers and leaders” (Ivancevich, 229). Therefore CEO should set the tone for the employee to see what acceptable behavior is within a company (Ivancevich, 229). 2. Although all the CEOs were could at their jobs, one could still say that they were wrong for the job. Every company should be made up of the powerful guiding group with consist of the right people that demonstrated teamwork (Kotter, 43).
And also the CEO of Elm he didn’t have the whole information about the problem. So I think all this factors it makes the issue, it’s not an easy ones. Because this kind of problems it can destroy any organization. B- The effectiveness of an organization depends in part on its organizational structure, the clarification of authority, responsibility, reporting lines, and performance standards among individuals at each level of the organization. It also true that effective strategy deployment is dependent upon, and tends to shape, organizational structure because the organizational structure must be aligned with and support the accomplishment of strategic initiatives.
The first and foremost thing that has to be identified is the roles and the responsibilities of the Project and according to that the necessary management plan could be designed. Communication Management Communication is the way in which the opinions and the ideas of each of the individuals are expressed in one way. Communicating with each of the others mainly help in collecting ideas based on each of the factors that are being considered in the development of the project. For an instance, there are constant changes that take place based on each of the areas when a particular project is being developed. So in order to inform these changes, it is necessary to keep the stakeholders informed or the particular individual concerned based on the changes that are
Third was the need for me to know not only that there was a dissatisfaction with my work performance, but, also that there would be consequences that affected my job. What transpired in this example is one of the barriers of communication – Silence. The employment agency assumed that no news was good news. We see that this was not the case. In reality, ‘silence and information withheld are both common and problematic.’ (Robbins & Judge, pg
Complexity Leadership: A battle between the Id, Ego and Superego Complexity Leadership: A battle between the Id, Ego and Superego Traditionally, leadership has been defined as the ability to influence and facilitate individuals and collective aggregates to accomplish a goal(s) (Yukl, 2012). However, this top down approach to leadership can be misplaced and overly simplistic (Lichenstein, Uhl-Bien, Marion, Orton, & Schreiber, 2006). Traditional leadership theories and research have worked to identify behaviors that impact the performance of a team into taxonomies. These taxonomies can cover a couple of leadership traits or the full range a leader needs to effect the change that is attributed to their success or failure (Yukl, 2012). This approach to leadership appears to apply a simplistic methodology to the complexities that besiege leadership and its study.