the big promotion

The Big Promotion…The Big Promotion…

Shweta..

Rashmi Agarwal..

Sheeba..

Debasmita..

Rashmi Bhandari..

Presented to..

Dr. Krishna Raina..

By..

ABOUT THE

CASE..

Isabella…contender for promotion..Isabella…contender for promotion..

Devon…contender for promotion..Devon…contender for promotion..

Paul McAllister…CEO of the company..Paul McAllister…CEO of the company..

The case involves a large Software Company’s two managers. Each being

responsible for managing one of company’s largest divisions & hence were deserving & competent to be

promoted as Senior Executive. So they were deliberately interviewed by the

company’s CEO in front of each other so observe their behavior in such pressure situations. The question asked by Paul

was… ” How do you plan to succeed as a leader if you

are offered this position ? ? ? ”

Devon’s Answer to Paul…

He stated..

Leaders exert influence..

Leadership is ’rewarding & punishing appropriately’..

Assign, Set & Ensure subordinate’s needs..

He was an ‘organizer‘-provided employees with required skills..

Clear expectations & strong sense of fairness..

Isabella’s Answer to Paul…

She stated..

Partly agreed with Devon’s views..

Leaders possess exceptional qualities..

Leadership = Motivating people beyond job requirements..

Inspire to develop loyalty towards company..

Would share her vision with employees for common goals..

Think out of the box..

DEVON’S Leadership Style…

Traditional..

Straight Forward..

Motivating..

Setting appropriate goals..

More task-oriented..

Different leadership style for different levels of maturity…

Telling..

Delegating..

1.

2. Who is more effective & role of situational factors

Exert influence on others..

Makes job less complicated..

Task oriented..

Set appropriate goals..

Punishes & Rewards justly..

Provides necessary skills to employees..

Expectation from employees..

Task-Oriented

Relationship Oriented

Poor

GoodLow

Favorable Moderate Unfavorable

High

Findings from Fiedler Model

Potential downsides to Leadership Styles…

4.

As per the contingency model by Fidler… Leader member

relationships.. Task Structure.. Position Structure..

Negatives of Devon.. Traditional…not very

creative.. Lacked vision..

5. Motivation level expected in employees of Devon..

Job satisfaction..

Trust in Leadership..

Organization commitment..

High performanceLow grievanceLow turnover

Low performanceLow grievanceLow turnoverHigh

performanceHigh

grievanceHigh

turnover

Low performanceLow grievanceLow turnover

High

High

Low

Low

Manager’s

Consideration

Type of organization structure most suited for Devon..

Task-Oriented type more suited..

Top Level of Organization most suited..

Performs Selling & Telling leadership style..

Strong sense of fairness.

Job Satisfied Employees

High Performance Level At work

6.

ISABELLA’S Leadership Style…

Visionary..

Creative..

Magnetic Personality..

Task-Oriented + Relationship Oriented..

Different leadership style for different levels of maturity..

Selling..

Participating..

1.

2. Who is more effective & role of situational factors Guides employees to set

appropriate goals..

Rewarding employees..

Motivating people..

Challenges employees to look ahead

Contribute ideas & make sacrifices for the company..

Growth in long terms..

Advices subordinates to see company as their own..

Develop innovations

Potential downsides to

Leadership Styles…

4.

As per the contingency model by Fidler… Leader member

relationships.. Task Structure.. Position Structure..

Negatives of Isabella.. Somewhat ‘egoistic’

personality.. No surety of…egoism

amplifying with ‘authority’..

5. Motivation level expected in

employees of Isabella.. Job satisfaction..

Trust in Leadership..

Organization commitment..

Low performanceLow grievanceLow turnover

High performance

Low grievance

Low turnoverHigh performanceHigh grievanceHigh turnover

Low performanceLow grievanceLow turnover

High

High Low

Low

Manager’s

Consideration

Type of organization structuremost suited for Isabella..

Task-Oriented + Relationship Oriented..

Top Level of Organization most suited..

Visionary, Innovative & Dynamic..

Unconventional Working Style..Highly Motivated Workforce

Common Goal

6.

Whom To Hire & Why ? ? ?

As per the observations from various theories as discussed by our group we conclude that Isabella should be preferred more than Devon as she also possesses diplomaticdiplomatic communicative skills communicative skills that are must for an executive so she should be promoted as the Senior Executive….

3.