leadership and company culture ugba 105 group 2 karen bradshaw luyang jiang pavla mikula

Leadership and Company Culture

UGBA 105 Group 2Karen Bradshaw

Luyang JiangPavla Mikula

• Company Overview • Research Methods• Leadership• Culture• Strengths & Recommendations• Q&A

Agenda

• Full service direct-mail fundraising for nonprofits

Company Overview

• Two companies, same CEO

• In business for 25 years

• Financially successful

“During the past five years the business has made more money by far than we made during our first 20 years.”

-CEO Warwick

• Strong mission, values

Mission Stateme

nt & GoalsSocial

Justice

Environ-mental Quality

Better World

World Peace

Pleasant…

Rewarding

Structure

CEO Mal WarwickCEO Mal Warwick

Mal Warwick Association Inc. (MWA)

Mal Warwick Association Inc. (MWA)

Response Management Technologies, Inc(RMT)

Response Management Technologies, Inc(RMT)

7 Senior Specialists (include CEO, President, VP and C.C)

7 Senior Specialists (include CEO, President, VP and C.C) President President

7 Specialists, 7 Specialists,

Administrators, staffs Administrators, staffs

Administrators, staffs Administrators, staffs

Research Methods

• Interview employees at various levels in the company

• Administer survey to all employees

• Spend time in office to observe employee interactions and culture

• Review annual reports, newsletters, financial statements, etc.

Meet the CEOMeet the CEO

CEO Mal Warwick

• Strong personal values

• Values reflected through leadership

• Views company as an extension of

himself

Mal as a Leader

• Typical heroic leader• In both company and industry

Heroic Leaders Are very high-impact Become an icon for the

organization Create a huge gulf

between leader and follower

Put followers in awe of the great man

May foster high trust but also low sharing

Disempower followers

(Lecture Slide 27, Leadership)

“I am not a manager. I am a crazy

guy who always has

nutty ideas.”

• Lacks managerial skills• Unwilling to transfer

L

L

L

L

Start - up

Transitional

Experienced

Mature

C. Manz & H. Sims Business Without Bosses John Wiley,

power, “let go”• Aware of problem, not willing to change

Leadership Problems

• Lack of management is hurting company

• Employee conflict

• People shy away from leadership positions

• Reluctant to relinquish power • Desire to stay with company

• Resists finding a successor

Culture

• Corporate Social Responsibility (CSR)

• Key methods of transmitting these values to employees and public: - Activism - Profit-sharing - Hiring Process, politics

The “Wall”

The “Wall”

• Communication! Communication!

• Two radically different cultures

• Employees of RMT oftentimes feel under-appreciated

Strengths

• Inspiration from a charismatic leader

• Financially successful, excellent reputation

• Has values outside of making money (CSR)

• Pleasant Work Environment

Recommendations

Culture

“The Wall”

Leadership

Communication

Shared vision

Bring the two sides together

Delegation

Succession Strategy

• CSR committee• Strategy-building teams

• Ropes course• Suggestion box

• Empower others• Create committees• Succession timeline

Problem Goal Suggestions

Company Info

Mal Warwick & Associates, Inc.

http://www.malwarwick.com2550 Ninth St., Suite 103, Berkeley, California 94710, tel (510) 843-8888, fax (510) 843-0142,

Response ManagementTechnologies, Inc.http://www.respmgt.com

2550 Ninth St., Suite 103,Berkeley, CA 94710 Tel: (510) 843-8180,

Q & A

Thanks for your attention