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Leadership Case Study, 2008.
A case study analysis of the writer's work superior and the leadership traits that he exhibited in his role.
2,003 words (approx. 8.0 pages), 4 sources, APA, £ 43.95
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Abstract
This paper presents a case study regarding positive and successful leadership traits. It describes one of the superiors that the writer of the paper used to work for; a man named Bob. The paper discusses Bob's personality traits and how they were compatible to his role as a leader. The paper then discusses various scenarios that he had to manage in his leadership role and how he did so successfully.
From the Paper
"However, Bob is an excellent example of a good leader and I could see none of the negative aspects of a bad leader in him. There is nothing I would have changed in Bob because he evidently had thought a lot about his leadership role and was acting in a good, moral way with the leadership abilities he had. Because Bob had good relationships with all the employees in the large department he led, and they knew his fairness and care for their well-being, they, for the most part, produced superior work. Everyone was aware of their role in the company's goals and, as a result of high performance from his sector, Bob was well respected by his superiors, the administrators of the corporation. I would not be surprised if one day he was president of this corporation, as he would serve well in that position."
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Critical Thinking Case Study, 2006.
This paper discusses in detail the case study entitled "Critical Thinking Case Study."
2,250 words (approx. 9.0 pages), 0 sources, £ 61.95
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Abstract
In the paper, the relative merits of individual actions are reviewed and analyzed in relation to the business and ethical considerations. Further consideration and analysis is completed through concrete conclusions based on the earlier responses. Finally, a detailed Executive Summary is provided for leadership to review.
From the Paper
"Kelly is a key figure in AcuScan as the Chief Engineer. As such, he rightfully expresses reservations about some of the assumptions other staff members are making, primarily Pat, but in so doing makes a few of his own: 1) On page 16 when Kelly says, "Product development just doesn't work that way" he is actually making the assumption that there isn't another way, 2) On page 17 Kelly states first, "we can't come up with all those features just like that," he is assuming that is the request, when in reality that is not necessarily what's being asked of him, 3) Also on page 17 Kelly says that Pat may not be familiar with "QC" making the professional insult and assumption Pat doesn't understand quality control."
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Police Case Study: The Easy-Money Department, 2007.
This paper discuses problems of leadership, communication and motivation in the police case study of the Easy-Money Department.
2,305 words (approx. 9.2 pages), 2 sources, MLA, £ 49.95
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Abstract
This paper explains that the lack of effective leadership, the absence of horizontal communication and the critical component of expectancy
motivation were the critical factors in the deviant organizational behavior that resulted in the degree of employee de-motivation depicted in the case of the Easy-Money department. The author points out that the failure of the division commander, who was the sole administrator of police services for that section, is evident in his inability to restructure his force and his unwillingness to accept the blame for what happened. The paper relates that expectancy theory of motivation holds that the consequential relationship between effort, performance, reward, expectancy, instrumentality and the value of a reward are all essential components of motivation, which are conspicuously absent in this case.
From the Paper
"The blunt fact is, however, that for whatever reasons, the Chief did
not demonstrate the two crucial behaviors of leadership: "consideration", ("concern for others") and "initiating structure" or in
this case, restructure. The result was that the personnel who comprised his force found themselves on a rudderless ship without anywhere to turn because the officer task force he formed to present "some"(!) of their concerns to the Divisional management was a pathetic effort and not really taken seriously by management, who did not allow them to remain throughout the Divisional meetings."
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Marketing Case Study: EuroDisney, 2008.
Introduces the fundamentals of developing marketing strategies using a case study of EuroDisney.
2,475 words (approx. 9.9 pages), 7 sources, APA, £ 52.95
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Abstract
This paper briefly introduces the fundamentals of developing marketing strategies and its significance in the world of marketing. The paper then examines a case study related to the well-known profit organization, EuroDisney. Pertinent tools, theories and concepts of marketing strategies are used in this analysis. The paper attempts to analyse and deal with the key issues that affected the operation of EuroDisney as an organization from the time it started its operations to date. In addition, this report attempts to demonstrate the relationship between marketing and business strategy while analysing the EuroDisney case study.
Table of Contents:
Executive Summary
Introduction
Purpose
Background of the case
The Four Ps of Marketing
Product
Application of the Product Life Cycle (PLC)
Introduction
Growth
Maturity
Decline
Place
Promotion
Price
Stake Holders
Problems and Strategies
Strategic Marketing Planning and Analysis
Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
Recommendations
Conclusion
From the Paper
"Broadly, marketing strategy can be defined as the analysis, strategy development and implementation activities in selecting market targets for the product market of interest to the organization, setting marketing objectives, and developing, implementing and managing the marketing program positioning strategy designed to meet both the needs of customer in each market target and to manage long term relationships with them. When the top management resulting in actions taken to achieve the objectives set for the business makes decisions, it is known as business strategy."
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Two Police Organizational Case Studies, 2007.
This paper compares two police organizational case studies: "Easy-Money Department A" and "The Police Department".
2,340 words (approx. 9.4 pages), 2 sources, MLA, £ 49.95
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Abstract
This paper explains that each case study concerns a specific department, which is a "subsystem" within a larger entity, that displays "deviant organizational behavior". The author points out that an accurate analysis of feasible solutions needs to reference the harmful external forces and inadequate internal responses that characterize both cases. The paper concludes that the effect of the decentralization process was not the primary cause of the Maidstone Field Office problems but rather these problems were the result of an
institutional inertia that did not encourage effective work. The author suggests that the police officers themselves should have been empowered to find the solution to the problems, which might have included replacing the division commander with a more proactive officer who is aware of his or her leadership role.
From the Paper
"The Easy-Money section of the Maidstone Field Office, a revenue-
producing department of a governmental ministry, has been the only
section singled out and adversely affected by the organization's new
policy of decentralization. Although decision-making is still centralized in the Head Office, it is unclear whether the Territory Managers or the Production Head Managers are responsible for operations in this section. This has resulted in an internal stalemate because the Field Office Manager, Mr. Jones, and the Audit Supervisor, Mr. Smith, are unable to work together."
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Leadership Case Study, 2005.
An evaluation of the approach to leadership taken by Doug Ivester during his time as CEO of Coca Cola.
3,150 words (approx. 12.6 pages), 24 sources, MLA, £ 63.95
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Abstract
This paper examines the leadership qualities of Doug Ivester during his time as CEO of Coca Cola. Key issues are pinpointed from which recommendations are made in regard to the selection of a new leader for the Coke board. Key issues addressed include management vs leadership skills, flexibility and interpersonal and motivational skills.
Outline
Introduction
Background
Management vs Leadership Skills
Characteristics of a Good Leader
Flexibility
Delegation
Interpersonal Skills
Communication Strategies
Interpersonal Skills: Staff Unrest
Sensitivity
Perspective
Recommendations
Manager vs Leader
Job Competency
Recruitment
Induction
Future of Company
Conclusion
References
From the Paper
"At the start of Ivester's tenure, none would have predicted his downfall. Some even predicted a greater performance than that of the highly respected Goizueta (Cottrill 1998). Ivester was a dependable man, a former accountant and 'number-cruncher supreme'(Bennis and O'Toole 2000, p.172) who had slowly worked his way up the hierarchy of Coke to eventually hold the position of CEO. What Ivester failed to realise was that his steadfast managerial skills wouldn't automatically translate into solid leadership, and that his preference for stability and order didn't necessarily translate well into an insecure market environment in which he found himself."
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Army Leadership Case Study, 2005.
Stacks Heifetz and Laurie's leadership concepts against adaptive changes made in the Iraq War.
920 words (approx. 3.7 pages), 3 sources, APA, £ 21.95
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Abstract
This paper stacks Heifetz and Laurie's leadership concepts against adaptive changes made in the Army during the Iraq war to demonstrate that the leadership concepts are universal principles that work in any environment.
From the Paper
"Ronald Heifetz and Donald Laurie in their Harvard Business Review article The Work of Leadership provide succinct direction for leadership in today's world of inevitable change. Calling for managers to be managers of change they ..."
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Leadership in a Movie: The Case of Patton, 2008.
This paper assesses the film "Patton", by Frank Schaffner, through the portrayal of General George S. Patton.
1,156 words (approx. 4.6 pages), 2 sources, APA, £ 27.95
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Abstract
The essay examines the 1970 film, "Patton", and illustrates the sort of leadership that director Frank Schaffner (and lead actor George C. Scott) feels typified the command of World War II American Army General, George S. Patton. Specifically, the paper looks at how Patton led through a combination of technical ingenuity, mastery and sheer force of will. Specifically, the paper demonstrates that Schaffner sincerely wants to portray Patton in a well-rounded fashion and shows how brilliance can be complicated by poor people skills and by a grasping nature.
From the Paper
"Still, even as he acknowledges Patton's strengths as a military commander, Schaffner never fails when the opportunity is available to show the down-side of Patton's leadership style. For instance, his intemperate outbursts to the press ruffle enough feathers among the high command that Patton must promise, at one point, to keep his big mouth zippered. Similarly, his poor people skills cause considerable tension between himself and other senior commanders - and may partly explain why Patton was placed on probation for the previously-discussed slapping incident (Patton). All told, the film is an enthralling look at a gifted man who, not unlike Douglas MacArthur, simply could not get along very well with other human beings and simply could not, though he was far from perfect himself, tolerate perceived shortcomings in others."
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Leadership Study, 2005.
A memo presenting the results of a leadership study done for a fictional company.
1,350 words (approx. 5.4 pages), 5 sources, MLA, £ 31.95
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Abstract
This paper, written in memo form, summarizes the findings of a leadership study conducted for S & F Company. Organizational culture, leadership styles and organizational structure play a vital role in increasing productivity and performance of the organization and increasing worker morale and dedication to task. This memo addresses the following issues-organizational structure, organizational culture, formal and informal culture, power and politics and leadership styles best suited for the company.
Paper Outline:
Organizational Structure
Organizational Culture
Organizational Leadership
Recommendations to the COO
Bibliography
From the Paper
"The culture of an organization includes the language, dress codes, and operational modes, value systems, a code of ethics, attitude and interactions between various strata of the organization and work principles. The company stresses professional and ethical practices in its formal culture. It strives to create an environment of mutual respect, encouragement and teamwork-an environment that rewards commitment and performance and is responsive to the needs of the employees. Creating an environment where competition is balanced with collaboration and employees are mentally healthy is the key to a productive and healthy workplace."
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Project Leadership, 2004.
This paper discusses the leadership case study about Ayman IIT.
975 words (approx. 3.9 pages), 1 source, MLA, £ 23.95
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Abstract
This paper explains that leadership is a critical part of managing projects, with effective leadership often meaning the difference between a successful project and an unsuccessful one. The author points out that the case study of Ayman IIT provides an example of a project involving the investigation of several incidents, which appear to indicate a breach of security procedures. The author uses the Fiedler's contingency theory to identify which leader is most suited and the Hersey and Blanchard's situational leadership theory to evaluate how that leader can be most effective in the situation.
From the Paper
"The first step in determining which leader would be most suitable for the specific situation is to determine the characteristics of the situation. Based on Fiedler?s contingency theory, the situation can be assessed and determined to be either low control, moderate control, or high control. The level of control is determined by considering three elements: leader-member relations; task structure; and position power. Leader-member relations refers to the members? attitudes toward the leader and their level of acceptance of the leader. In this particular situation, the individuals being investigated are likely to be defensive and to reject the leader and the investigation. This negative atmosphere may also put pressure on the members of the leader?s team, causing them to have a low level of acceptance of the leader. These aspects result in leader-member relations being rated as poor."
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Systems Development Case Study: the Case of PepsiCo, 2005.
A case study looking at PepsiCo's implementation of a new procurement tracking and data-keeping system.
900 words (approx. 3.6 pages), 1 source, £ 24.95
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Abstract
The paper looks at PepsiCo's recent decision to implement a new procurement tracking and data-keeping system for its international operations. It paper examines the objective that drove the change, the factors at play which made it desirable, the main participants in the new design, and the systems development cycle approach which would have worked best had it been implemented at the start of the entire process.
Finally, the paper looks at the problems and opportunities that would have been considered by the student if he had been in charge of the design and implementation of the new procurement system.
From the Paper
"The following paper will briefly review five questions which invariably arise when assessing why a particular systems arrangement is adopted by an organization. Specifically, the paper will look at PepsiCo's objectives for any Purchase to Pay system modification it undertakes, what factors were present to motivate the company to implement the project, who were the main participants PepsiCo had to involve so as to develop the corporation's revamped Purchase to Pay system, which systems development cycle approach would have been best for the PepsiCo project and, not least of all, what problems and opportunities should have been considered in conducting the initial systems investigation? This is a fairly complex topic, but the underlying truth it reveals are not especially complex at all; to wit, the case study of PepsiCo underscores how important it is to examine every option and scenario before making detailed changes.."
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Vince Lombardi: A Case Study in Effective Leadership, 2008.
A case study of Vince Lombardi, a football coach and transformational leader.
1,340 words (approx. 5.4 pages), 3 sources, APA, £ 31.95
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Abstract
This paper analyzes the leadership style of Vince Lombardi. It seeks to explain how his early upbringing and the events of his youth influenced him and eventually led him, almost by chance, to his true calling as a football coach. Lombardi is presented as a transformational leader who imposed his own vision of excellence in performance upon team members, while respecting each member as an individual and winning their loyalty and admiration. The paper asserts that his approach to competition and winning is defended against claims of some latter-day critics that Lombardi placed winning above sportsmanship and love of the game. In conclusion, the paper argues instead that the will to achieve peak performance and winning was, to Lombardi, inseparable from sportsmanship, and a natural consequence of love of the game.
Outline:
Introduction
Situation and Environment
Analysis of Lombardi's Leadership Style
Annotated Bibliography
From the Paper
"From the very outset, Vince Lombardi acquired and displayed one leadership characteristic with which he would always be associated---a strong belief in the importance of winning against all odds. Regarding the circumstances of his early upbringing as the first-born son of an upwardly mobile Italian-American butcher, David Maraniss observes: "[His parents] worshiped their first son more year by Year. . . . .His family stressed to him that being average was not enough, that he was better than the rest. They played to win, from Grandma Izzo at cards to Father Harry at Scrabble.... No one wanted Vince to spend his life cutting meat" (1999, 22-23)."
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Organizational Leadership, 2004.
This extensive paper discusses organization leadership and analyzes leadership in three companies, Nationwide Financial, Marriott Hotels, and Lloyd?s Bank.
14,660 words (approx. 58.6 pages), 55 sources, APA, £ 172.95
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Abstract
This paper examines the behavior of workers within an organization or company as related to the process of change management, organizational behavior, and leadership styles; to expectations expressed by the leadership within the organization; and to the steps, which were either effective or ineffective, in processing the required and desired change within the organization. The author points out that the area with the greatest influence on organizational behavior is the leadership and the leadership style of those responsible for the organization. The paper stresses that, in organizations in which a bureaucracy is a functional source of existing leadership, a factor in all three case studies, simply limiting the bureaucracy can initiate minor organizational change. Charts.
Table of Contents
Introduction
Conceptual Framework
Transformational Leadership
Organizational Commitment
Definition of Terms
Leadership Style
Transformational Leadership
Transactional Leadership
Laissez-faire
Organizational Commitment
Case Presentation
Case Study #1: Nationwide Financial
Reluctant leaders
Arrogant leaders
Unknown leaders
Workaholics
Case Study #2: Marriott Hotels
Case Study #3: Lloyd?s Bank.
Discussion in Terms of Leadership, Change Process, and Organizational Commitment
Conclusion
From the Paper
"In terms of its effects on an organization, the Laissez ?Faire leader can create the most significant gap between what he believes is going on in the organization, and what is actually occurring. Because this leader typically manages by exception only, the organization can continue in a dysfunctional state, but if the devolving performance never comes to the leaders attention, the organization will continue unabated. There are some situations in which the Laissez-Faire approach can be effective. The Laissez-Faire technique is appropriate when leading highly motivated and skilled people, who have produced excellent work in the past, and have a history of efficiency. Once a leader has established that his team is confident, capable and motivated, he can step back and let them get on with the task. In this type or organization, if the leader interferes, he can generate resentment and detract from their effectiveness. By handing over ownership, a leader empowers his group to achieve their goals. What is important to note about this leader, in handing over the ownership, he also relinquished his active involvement in the process, and thereby diminished his influence, and thereby his level of effectiveness."
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