Case Study on Leadership in a Manufacturing Company


Added on  2019-09-22

6 Pages1357 Words270 Views
Running Head: ASSIGNMENT TMA02ASSIGNMENT TMA02[Document subtitle]
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ASSIGNMENT TMA021PART 1:The below given story is a real-life situation of mine. I worked in the manufacturing company of the Singapore for two months in order to get some experience during my holiday breaks. The company was used to manufacture engineered products and the company had expertise in die casting of the aluminum, molding of the plastic injection and the stamping of deep drawn metal. The company was opening a new plant near the existing one, and I was appointed as the assistantmanager of the project manager who was looking for the new project. The team was made whichwas led by the project manager, but he didn't have great qualities of leadership like he didn’t clearly define the goals and roles to the team. The team members were well trained and efficient.There were commitment and team spirit among the team members. The team members knew very well that how the weaknesses of the employees can be converted into the strengths. But they were not getting the complete support from the project manager. The project manager took the things very lightly and relied on the top management completely, and because of this, the conflicts started rising among the team members as the goals were not clear and there was chaos among the team as they didn't know who will perform which task. They were not getting proper orders in order to execute the things. Being an individual, I was so much annoyed as there were conflict and chaos among the team members. The time and resources were getting wasted. The project manager was not doing anything in order to improve the functioning of the team. The top managers conducted a meeting when they came to know about the behavior of project manager. During the meeting, the manager was given the warning to perform his job well otherwise he would be terminated. The project manager took the warning so seriously that he started treating his employees and the team like machines and he used to supervise them very closely. The team members were not supposed to take any single decision without consulting the project manager.
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ASSIGNMENT TMA022The procedures, rules, and standards became very rigid, and because of this, the team was not able to work efficiently and effectively. The number of injuries and accidents increased at the site because the team was working more than the desired number of hours. As a result, the company incurred losses and were blamed about the safety of the team.PART 2:The two theoretical frameworks which have been used in order to analyze the above-given situation are as follows:Behavioral approach-This approach mainly focuses on the leader’s behavior and how the employee’s performance gets impacted by the behavior of the leader (Chemers, M. 2014. This approach shows that how the leader balances his behavior towards people and production in order to increase efficiency and effectiveness. The behavioral approach also states that the leader encourages his team to participate in the decision-making process in order to build a good relation with them and the employees feel encouraged and motivated and this result in maximizing the productivity (Chiu etal., 2016).The good point of the project manager who has been treated as the protagonist for this case is that he was production centered after the warning was given to him. As he had very rigid rules and procedures for the team, he had closed supervision, concerned about the work and maximizing the profits in order to increase the business value. This increased the productivity to some extent. The bad point of the protagonist of this case is that he was not maintaining a balance between the relationship and task behavior. The team was treated as machines, and the orders were imposed on them. As a result, they were forced to work more than the desired hours,
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