A good boss truly understands that unless the job is done, and done by all, they have not done their job. A good boss is someone who becomes a mentor of their employees. This is a skill and trait that businesses are looking for in bosses, but all the good ones have. They grow and develop their team to the best that they can be. Since communication skills are at an all-time low, a boss who can communicate is a gem.
CoolBurst does not think of innovation as a part of normal day to day business procedures. The team puts a high value on the traditional culture and because of the word traditional they tend to dismiss the innovative. They have missed some opportunity to be creative by being extremely rigid in the environment that they have created in the workplace. CoolBurst has to use creativity to motivate their team and expand beyond their normal comfort zone in order to grow. A substantial amount of CoolBurst management and employees have worked at the company for a long time and continue to tradition of the close minded work environment.
He had an epiphany of sorts in which he describes his new hires and employees as soldiers simply carrying out his orders. People were unable to handle more responsibility no matter how capable the seemed. He handled virtually all of the decision making; from the floor to the books, to the marketing. Stayer was becoming ‘fed up with the business.’ 2. How did he make the change to the new style that he developed?
A good boss makes sure you have the correct hours on your paycheck. A bad boss will hassle you for every little thing that you do. A bad boss will hire you just because he/she has the authority to do so. A bad boss will not give you a chance to succeed into the company and take all the credit for them. I was in a recent situation with a good boss vs. a bad boss.
Erik Peterson definitely represented good leadership from every aspect of his work. At the very beginning though, he was faced with many problems existing in GMCT which had a negative impact on the company’s operations. He was trying his level best to solve these problems and to some extent, gain some outcomes which truly revealed Erik Peterson as an effective leader. Effective leaders are known to have high emotional intelligence and a prerequisite of the “threshold capabilities” of technical skills. When he found out that the chief engineer, Curt Andrews, lacked administrative skills which are a necessary component for managers starting up new operations, Erik Peterson made every effort to address this issue even to the point of replacing him with someone more capable in this position.
He is a control freak with poor people skills. But he also had another side most of the senior management does not know about and the subordinates who work with him know very well. He is very well behaved in the proximity of the senior management. Some of the associates bluntly say they do not work with Chip. He did not appreciate their hard work and constantly criticize and try to bring perfection out of the work through ruthless means.
The case of Enron is said to be a “smoke and mirrors” act dictated by top executives presenting the positive financial wealth of the company. Shareholders, lower executives, employees, and most American’s were not aware of the grieve financial trouble the company was enduring. Company Culture Enron’s motto was “respect, Integrity, Communication and Excellence” and along with that its Vision was “Treat other as we would like to be treated ourselves…” Both the motto and vision were inconsistent with the actual company procedures. Enron had a much different approach to the company culture and reward system they actually used. Competition was the main concept; which led to numerous financial mistakes in future years.
After few month, he is promoted to business development manager and meanwhile he also needs to keep up with the Retirement Division. Jim doesn’t has any experience in management and he is the only person in his department. So, he doesn’t have adequate opportunities to learn what power does he has and how to use them. His position needs Jim to work with different people in different departments, and this is a huge challenge for him. Whenever he face a problem, Jim always go to finds his boss and asks for help.
The products were often made in sweatshops-factories where underage, underpaid workers performed 16-hour or long days in abhorrent, unsafe conditions. Then Gap went through the engaged stage, it turned to Social Accountability International and developed a Code of Vendor Conduct. This is because Gap became aware that they needed to change public expectations. To make sure all the contractors were abiding by the code; Gap hired more than 90 vendor compliance officers to audit the contractors. And they are not afraid of the negative reaction.
Many companies do not believe in their workers; thus, they need to test them once in a while. Workers also show abased attitude toward their employers. Most workers choose to simply do enough work to stay out of trouble. Walderman criticizes many people for causing this situation in the workforce. He criticizes the media for not reporting the labor issues.