Analyzing Management Approaches in CRUSH Digital Marketing Case Study

This case study analyzes the management and leadership practices at CRUSH, a digital marketing firm. It explores the human relations approach adopted by the owner, Ismail, contrasting it with the bureaucratic approach of the operations manager, Marius. The analysis identifies paternalistic and autocratic leadership styles, respectively, and examines how these approaches influence employee motivation and engagement. The study highlights employee motivators such as recognition and independence, and analyzes strategies like flexible working hours and enhanced collaboration. Furthermore, it delves into the key drivers of employee engagement, including co-worker relationships, goal support, role clarity, and leader availability. The case study concludes by providing examples of employee engagement strategies implemented at CRUSH and assesses their effectiveness. The document explores the impact of various management and leadership styles on employee performance and organizational success.

Management Theory
& Practice – Crush
Case Study

Table of Contents
Question 1........................................................................................................................................1
Question 2........................................................................................................................................2
Question 3........................................................................................................................................4
Question 4........................................................................................................................................5
Question 5........................................................................................................................................7
Question 6........................................................................................................................................8
REFRENCES.................................................................................................................................10

Question 1
a) The management approach adopted by Ismail, owner of the CRUSH is human relations
approach to management. According to this theory maintenance of effective human relations is
key factor in building employee motivation and enhancing organisational efficiency. This
management approach emphasises the value of informal groups formed in the company along
with the influence of inter-personal relations on employee performance. This psycho-social
aspects of a workforce are viewed after adoption of this management approach instead of
limiting the workforce to techno-economic aspects (Obrycki, Basta and Wilson, 2017). Pattern of
informal leadership, informal social groups and relationships are recognised in this management
approach in order to foster positive relationship between the employer and the employees. The
shift in focus from controlling employees to building strong bonds with the help of social and
psychological aspects of employees is the particular factor which makes this management
approach fitting for the owner of digital business CRUSH. Examples which support the
statement that owner of CRUSH Ismail utilises human relations approach to management are
provided below:
 Ismail ensures information is shared across the company in an informal manner in order
maximise collaboration between employees. This type of horizontal communication is
provided in the human relations approach to management. The human relations
management approach involves ensuring horizontal flow of information in equal
importance as downward communication in order to attain organisational objectives
(Grosu, 2017).
 Ismail regularly conducts informal discussions with the employees at CRUSH. This
practice is also influenced by human relations approach to management as this
management approach describes the value of informal social groups and their influence
one employee performance.
 Ismail treats their employees in a paternalistic manner so that they are comfortable in the
workplace and work to their highest potential. This is also connected with the human
reactions approach to management as the value of treating employees effectively and
creating comfortable workplace environment is stressed in this approach.
 Ismail enables his workers to openly share their opinion, challenges conventional
business approaches in field of digital marketing and interact with him. Human relations
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approach to management emphasises the importance of creating free organisational
culture in order to build positive relations with employees.
b) Bureaucratic management approach is the management approach adopted by Marius
Ponzac, the operations manager of CRUSH. This management approach emphasises the
importance of rational decision making instead on using emotional factors to drive decision
making or other business process of the company (Quek and Wang, 2017). The examples of
usage of bureaucratic management approach by Maurice are provided below:
 Maurice created a rigid structure in which employees have to follow organisational rules
such as daily timings. The bureaucratic management approach is requires creation of
strict rules and regulations to be followed by various management of the firm.
 Marius does not maintain interpersonal relationships with employees like Ismail which is
part of the bureaucratic management approach.
 Employee feedback depicted that Marius engages in one way communication. This is
feature of bureaucratic management approach as the communication under this approach
is only downward and the information flows from top management to lower level
employees.
 Marius double-checking various tasks completed by employees is an example of usage of
Bureaucratic management approach.
Question 2
a) The leadership style adopted by owner of CRUSH is paternalistic leadership style. The
relation between given leaders and he employees is equivalent to that of a large extended
family. In exchange of such treatment, the expectation of the leader are the loyalty and
trust of the employees and a commitment to attaining the business objectives of the
company (Wijayati, Fazlurrahman and Hadi, 2018). The main characteristics of this
leadership style are provided below:
 Concentration of power: Under this leadership style the power is concentrated in the
hands of the leader but the leader takes decisions on the basis of their impact on the
workforce which is the extended family of the leader. Ismail depicts this characteristic of
paternalistic leadership as the power gained by being owner of the company is used to
ensure that every employee is comfortable at their workplace.
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 Employee Empowerment: This characteristic of employee environment focuses on
professional development of employees so that they are able to move upwards in their
career and attain their professional goals. Ismail has taken various steps to help every
employee at CRUSH gain professional advancements such as conducting performance
reviews and developing comfortable environment in which employees can attain their
maximum potential.
 Compassion: This is one of the primary characteristics of this leadership style.
Paternalistic leaders are compassionate towards their employees and empathise with any
difficult personal or professional circumstance they are facing (Franco, 2020).
Paternalistic make every effort from their position to reduce difficulties faced by the
employees. In case of CRUSH, Ismail showcases compassion towards the workforce of
employees by understanding need of every individual and making decisions on the basis
of the needs such as not insisting on rigid working hours for Aisha who has very young
children and Tobias who has commitments to evening classes.
b) The leadership style adopted by the operations manager Maurice is autocratic leadership
style. This leadership style utilises a leader-centric approach to decision making as
employees are not involves in the process. In addition to this autocratic leaders are results
oriented and do not focus on socializing and team-building activities.
 Communication: Under this leadership style the communication flows through in a
downwards manner. This is depicted in Maurice’s leadership as the manager passes
down order without involving employees in the decision making process.
 Concentration of power: The leader gains the absolute power of decision making
and dictating rules and regulations of the workplace without seeking any input from
the employees. Autocratic leaders generally don’t trust their employees to make
important decisions (Acharya and Dasbiswas, 2017). This is evident in leadership of
Maurice, as he double checks tasks completed by experienced employees.
 Control: Autocratic leaders seek to establish high levels of control over their
employees and their daily working activities. Under the leadership of Maurice,
employees have to create working logs so that the manger gains information about
their daily working hours and activities.
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Question 3
a) There are certain factors in workplace which act as employee motivators and every
employee in the workforce to attain their maximum potential through continuous improvement.
Two employee motivators are provided below;
 Employee recognition; This is one of the primary motivating factors which encourages
employees to enhance their performance. Programmes which are aimed at identifying and
appreciating employee achievement not only affect the employee gaining recognition but
also every other member of the workforce (Rachman, 2019). CRSUSH conducts
employee performance reviewed of employees every 12 months and identification of
employees deserving salary review. This type of recognition creates a competitive
environment at the workplace and encourages employees to enhance their performance in
order to gain eligibility for salary review.
 Increasing Independence: This motivating factor encourages employees to work on
their professional progress and gain proficiency in relevant skills required for
professional development because of the independence and trust given to them by the
employer. Employees are determined to showcase their talent to showcase that they
deserve this independent and gain more independent decision making abilities. In context
to CRUSH, Ismail gives experienced employees independence to make decisions in areas
with expertise such as giving independent working conditions to Louisa in case of client
management projects as he understood that she was passionate and experienced in this
area,. This independence encouraged Louisa to gain the best results and enhance her
performance perpetually.
b) Flexible working hours: CRUSH provides flexible working hours to employees so that
employees are able to meet their personal commitments while working for the company
without any stress. This motivation technique is used by the respective company by giving
employees work from home per week and two personal days per year. This motivation
technique gives employees time to complete personal commitment and focus on the job roles
at CRUSH with high concentration. This motivation technique is related to Maslow’s
hierarchy of needs as it helps in attainment of second need in the hierarchy which are the
needs of safety and security (Na-Nan and Sanamthong, 2019). This need is accomplished by
the flexible working hours as it reduces the stress of employees and helps them finish
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personal commitments while focusing on their works. Employees are mentally satisfied with
their job which motivates them to enhance their performance.
Enhancing collaboration: This motivation technique focuses on building collaboration
between employees so that they become part of a community. In case of CRSUH this
motivation technique is applied by creating relaxed culture where employees are free to
discuss ideas with each other and develop break out spaces where employees can share
knowledge and ideas. This motivation technique is effective as it fulfils the third level in
Maslow’s hierarchy of needs. The need of belongingness is met with the help of this
motivation technique as employees are able to become part of community at the workplace.
Employee recognition: This motivation technique is utilised at CRUSH with the help of
BeCRUSH scheme of the company. This scheme provides suitable rewards and incentives to
talented employees of the company. This scheme encourages employees to enhance their
skills in order to gain recognition and rewards in return of their exceptional services. This
motivation technique is fulfils the fourth need which is esteem. This need is fulfilled after
gaining a feeling of accomplishment. Employees gain this felling by being recognised,
appreciated and rewarded for their diligence.
Question 4
a) The extent of passion and commitment employees have towards their job and
attainment of organisational goals along with the strength of bond formed between
employees, team-members and the business firm is defined as the employee
engagement. It is essential for business firms to enhance employee engagement levels
because it increases their involvement and emotional commitment to the company
(Sun and Bunchapattanasakda, 2019). This reflects positively on employee
performance and their contributions to the success of the company.
b) The key drivers which impact employee engagement in a company are provided
below:
 Co-worker Relationships: This is one of the key drivers of employee engagement
levels. Creation of trustworthy relationships between employees build positive
environment at the workplace and enhances employee engagement levels. In addition to
this positive co-worker relationships encourage employee collaboration which directly
contributes to enhancement of employee engagement levels.
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 Goal Support: This driver of employee engagement is associated with ensuring that each
employee ha resources, assistance from supervisors and co-workers in order to attain
their goals (Jiang and Shen, 2020). In addition to this business firms need to ensure that
employees are not distracted due to workplace stress so that they are able to attain their
business objectives.
 Role Clarity: This factor impacts employee engagement as lack of clarity about job role
and influence of the job over various other business operations of the company affects the
business performance. In addition to this the interest and willingness of employees to
participate in various business activities decreases if they do not have clarity about their
job role and the impact of their daily business operations on the company. It is important
for business firm to ensure that every employee gains a clear understanding of their role,
value and impact on the company in order to enhance employee engagement (Mone,
London and Mone, 2018).
 Leader availability: This driving factor focuses on identification of approachability,
accessibility, visibility and quick availability to employees across all level of the
company. High leader availability ensures that each worker gains effective support from
in their daily operations and remove conflicts to finish tasks in timely manner. This
increases employee engagement.
c) The examples of employee engagement strategies used at CRUSH are provided
below:
 The company has created an organisational culture in which informal discussions are
encouraged. This enhances employee engagement as employees can express their
opinions freely.
 CRUSH has created a break out spaces so that skills, knowledge and experiences of
employees is shared throughout the company. In addition to this Ismail, the owner of the
company ensures leader availability at all times which increases employee engagement.
 CRUSH has created flexible working environment in which employees are able to gain
flexible working environment. This increases employee engagement as employees are
able to concentrate in task at hand and construct time schedule in order to accomplish
business objectives in a timely manner.
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 In addition to this relationship between leader and employees at CRUSH is based on trust
s employees are given autonomy on the basis of experience and expertise. This enhances
employee engagement.
Question 5
a) The procedure of building and interpreting social representativeness in figurative and
operational tasks of a specific individual in the group is defined as the as the
organisational culture of the company. The organisational culture of the company can be
viewed at various hierarchical levels and is present with beliefs, norms and practices of
the business firm. Organisational culture affects employee behaviour and consumer and
directs employee performance. The norms, assumptions and values embedded in
organisational culture shape decision making process and actions of employees which
affects business performance of the company (Imoniana and Dias, 2017)(Sant'Anna and
et. al., 2020). Hardy’s typology organisational culture divides culture into different
typologies which are provided below:
 Power culture: This type of organisational culture is created when power is concentrated
in hands of few individuals of the company. The employees at the position of power are
the most important individuals at the company and are only authorised to make decisions
in the company. Responsibilities are delegated to employees at the lower level from
upper level.
 Task Culture: Under this kind of culture, teams are formed on the basis of common field
of expertise in order to attain common goals. In addition this task culture is results
oriented and the focus is to utilise people, processes and knowledge as a means to attain
business objectives in a timely manner.
 Role Culture: This type of culture is created when employees are given responsibilities
and roles on the basis of their expertise in a particular field. This type of culture enhances
employee performance as employees are interested in their area of specialisation and
willingly accept challenges and focus on continuously enhancing their business
performance in order to gain career advancements in their specific fields.
 Person Culture: Organisational culture in which employees are prioritised over the
business objectives of the company. Under persona organisational culture every
employee regards organisational objectives beneath their own self-interest and
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professional development goals (Imoniana and Dias, 2017)(Sant'Anna and et. al., 2020).
Adoption of this type of organisational culture is not effective for business firms as each
employee world for their own favour while business objectives of the company are
neglected. The enterprise is not able to survive in their industry for a long time period
under this type of culture.
a) Examples of organisational culture in context of CRUSH case study are provided below:
 Ismail giving Louisa autonomy to oversee client management project due to her
experience and passion in this field is an example of role culture.
 Maurice creating rigid structure to gain effective results is an example of Task culture.
 The example of power culture is Maurice passing orders instead of involving employees
in decision making.
 Another example of Task culture is the employee appraisal processes designed at
CRUSH to gain results of enhanced employee performance.
Question 6
a) Business ethics is defined as the field of area which examines ethical and moral issues
which arise in entrepreneurial ventures. The concept of business ethics includes various
topics such as corporate governance, bribery, discrimination, insider trading, corporate
social responsibility and fiduciary responsibility. The concept of business ethics focuses
on ethical responsibility in business firms at three levels which are micro level such as
personal responsibility of treating everyone equally (Hunt and Radford, 2018). The next
level is intermediate level which focuses on maintenance of professional integrity. The
third and final level is macro level which focuses on ethical and moral impact of
organisational actions.
The concept of business ethics focuses on ensuring that responsibility of the business firms
towards various internal and external stakeholders is accomplished effectively. Responsibilities
internal stakeholders such as employees, suppliers and investors along with external stakeholders
such as government bodies, consumers and communities is accomplished is ensured with the
help of business ethics. In addition to this another importance aspect of business ethics is that it
helps business firms conduct various activities in a responsible, accountable and transparent
manner. Enterprises are able to identify the moral and ethical aspects of various situations and
are able to crate path which leads to ethical completion of the issue while ensuring
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accomplishment of organisational goals. Business ethics help business firms set guidelines
related to acceptable behaviour which is outside the extent of government control (Johnsen,
2020). This helps the company gain trust from their stakeholders and assists in creation of
integrity in the business firms. As a result of positive and ethical environment constructed at
business firms, employee morale is increased which enhances employee productivity. Enterprises
are able to attain their business goals in an ethical manner with the help of business ethics.
a) The examples of Ismail managing business activities at CRUSH in a responsible manner
are provided below:
 Ismail considers the issues of the employees working at CRUSH and showcases
compassion by ensuring that employees are not stressed by their personal
commitments. This includes giving flexible working hours to two of his employees
Tobias and Aisha which have personal commitments and are not able to provide
full-time to the company. Ismail ensures that they gain time to finish their personal
commitments so that they are able to focus at work while being present at the
company.
 Ismail constructed a charitable trust CRUSHers which provides support to young
people which wish to who pursue careers in sustainable social media projects.
 CRUSH also sponsors various events for the benefit of the local community. One
such event is the DigiYou which aims to help young people create effective
organisational business of the company.
 Ismail supports the work of Louisa an experienced employee at CRUSH, Project
WI. This initiative is designed to working women employed in the field of digital
marketing. This encourages employees to seek various opportunities which depicts
the ethical nature of this business.
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