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The Law Office of Jeter, Jackson, Guidry, and Boyer

The company’s central problem was connected with the rapid growth of facilities management needs, travel requirements, and employees number. The enterprise’s executives started a campaign aimed at management problem solutions through a major expansion in customer base and sales growth. It is necessary to underline the fact that strategies developed by Brad Howser, the head of the search committee, were based on the necessity to ‘sit tight and ride out of the storm’, as it will allow the company to reach all the planned goals. (The Law Office of Jeter, Jackson, Guidry, and Boyer. 1992). This statement is considered to be contradictory enough; for the management improvement, the company is to take immediate steps leading to business balance and stabilization.

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The key mistakes made by Brad can be observed in the Human Resource management changes; the cut of the budget for traveling and other facilities, as well as the fixed working schedule, appeared to be ineffective, taking away ambitions and stimulations of the employee to work for the common purpose. The company is to be focused on the team building development within the staff; this measure always leads to the employees’ unity and desire to work harder and produce beneficial effects within their performed duties.

Besides, the system of bonuses is to be improved. The possibility of customers’ base increase is connected with the introduction of a bonus program and the development of payment service. Limitations and restrictions made by Brad were aimed at reducing of company’s expenses. This step can be analyzed from the two angles; on one hand, expenses reduction of the enterprise will allow making more investments in an advertising campaign, but on the other, this aspect indirectly reduced the quality of the staff work leading to future losses in sales. The steps to be made by the company are considered to be aimed at recruitment operations, the development of bonus program for clients and the staff, and team building.

Leadership in the sphere of business takes a significant role in the effectiveness of the decision-making process and strategic planning. It is necessary to underline the fact that the introduction of the GM operations position at the company can be considered as the right choice. The success of any business lies in the choice of an effective and skilled leader.

The situation under analysis requires the usage of the participative type of leadership, while Brad used to stick to the authoritarian one. The decision-making process is to involves the company’s members participating in strategic thinking. Even though the final decision is made by the leader, all the other employees have an opportunity to offer their ways out and steps in this or that situation. This type of leadership is a significant strength in business management, as it indirectly stimulates the employees for united work aimed at a common goal. The company is to perform the operations based on this leadership strategy, as it is of mutual benefit; firstly, it makes the employees be the team part, and secondly, the leader can make better decisions taking into account the considerations of the staff.

Brad Howser’s authoritarian style of leadership can be used on new employees who are in the state of learning the company’s structure and strategies; this step can motivate new specialists to obtain knowledge and skills through the fulfillment of the necessary duties. Nevertheless, sometimes a good leader can even use a delegating style of leadership allowing the employees to be owners of their job; it is very difficult to perform all the duties and make all the decisions. This aspect concerns some insignificant problems and situations, which can be solved by hired specialists. (Goleman, & Boyatzis, 2004).

Leadership style depends on the character and qualities of the leader pushing him to make decisions personally or consider the employees’ opinions. It is necessary to underline the fact that my won leadership style is close to participative; one should involve in the decision-making process of all the specialists and regard their considerations and possible solutions to the problem, as only in this case the team work takes place.

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A qualified leader organizes regular meetings and conferences with the department managers, summarizing their views and concerns as to the business running process. In problematic situations, this management step will allow evaluating the company’s atmosphere and apply to a common decision. Democratic type of leadership is a beneficial strategy; in most cases, it opens new ways out of very difficult situations. (Goodstein, & Nolan, 1993). Participative leadership style is effective in case it concentrates on the following aspects: internal conflicts, trust and relationships within the staff, the structure and level of difficulty of the necessary task, and available time. The combination of the aspects identified would lead to the effective clarification and solution of the required problem. Nevertheless, this style is to be partially mixed with an authoritarian one, to show the leader’s strong position to the employees and give them an understandable formulation of the required tasks.

References

  1. Goleman, D. and Boyatzis, R. (2004). Primal leadership: learning to lead with emotional intelligence. Harvard Business Press.
  2. Goodstein, L. and Nolan, T. (1993). Applied strategic planning: a comprehensive guide. McGraw-Hill Professional.
  3. The Law Office of Jeter, Jackson, Guidry, and Boyer. (1992).

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