MANM4000: Analyzing Leadership & Motivation in D7 Displays Case Study

This case study analysis examines the leadership and management issues at D7 Displays, focusing on the challenges presented by Frank's autocratic leadership style and its impact on employee motivation, particularly Tom. The analysis identifies key problems such as communication gaps, lack of risk assessment skills, and inadequate problem-solving abilities. It explores the negative consequences of these issues, including reduced employee satisfaction, decreased performance, and potential project failure. The analysis then applies motivational theories like Vroom's Expectancy Theory, Herzberg's Two-Factor Theory, and Maslow's Hierarchy of Needs to address Tom's demotivation. Furthermore, it suggests implementing HR management concepts such as training and empowerment, and improved communication strategies to enhance organizational performance. The analysis concludes by recommending a shift towards democratic or transformational leadership styles to foster better employee engagement and achieve organizational goals. Desklib provides a platform to access similar solved assignments and study resources for students.

Running head: CASE STUDY ANALYSIS
Case Study Analysis
Name of the Student
Name of the University
Author’s Note

1CASE STUDY ANALYSIS
Q 1
The first identifiable management issue in the case is the leadership style
autocratic leadership represented by Frank. As put forward by Metcalf and Benn (2013),
autocratic leaders involve themselves in taking all the decisions by themselves and
provide little or no opportunity for the subordinates to present their opinion. This limits
the possibilities of exploring fresher perspective held by the subordinates.
Motivation can be considered as the second most critical management issue in
the case, which can again be linked with the autocratic leadership (Fu and Deshpande
2014). Tom getting restricted from presenting his opinion for increasing the sales acts
as de-motivator, which again reduces performance expected.
The third identifiable issue in the case is the communication gap between the
managers and subordinates. The low level communication practiced in the organisation
restricts the flow of idea, which further reduces the performance level of the
organisation (Den Hartog et al 2013).
Risk analysis skills developed by Frank are another management issue in the
organisation. Environmental knowledge and risk identification ability is of primary
importance of a manager, in which Frank is lacking (Hwang and Ng 2013).
Problem solving skill is the last limitation identified from the case. It is evidenced
that Frank tends to neglect the issue put forward by Tom and stick to his idea for
directing the project. This, as considered by Hwang and Ng (2013) is a clear lack of
problem solving ability held by the manager.
Q 2
Use of autocratic leadership will reduce the satisfaction level of the employees
that can supplement in increasing employee turnover. This will also cause motivation
issues among the employees and reduce the performance level of the organisation all
together (Metcalf and Benn 2013).
Reduced motivation will again have adverse effect on employee performance (Fu
and Deshpande 2014). The extreme results of de-motivation can result in causing
issues in employee retention of the company.
The communication gap between the manager and subordinates in the D7
Displays restricts the flow of idea throughout the organisation. Frank provided limited

2CASE STUDY ANALYSIS
opportunity for Tom to communicate the identified risks and the potential outcome using
the solution put forward by Tom. The rigid structure of the organisation restricts the
subordinates to communicate the idea with the manager, which in turn will limit the
opportunity to explore greater possibility for increasing the profit (Den Hartog et al
2013).
Lack of risk assessment skills will endanger the complete project, as it will limit
the ability of the manager to take necessary precautions for avoiding threats (Hwang
and Ng 2013). It will not only restrict the company from increasing their profit margin,
but can also pose threat for disrupting the current business of kiosk in the target market.
Lack of problem solving ability of the manager as identified by (Hwang and Ng
2013) is likely to increase the risk factors involved in the project, hence, contribute in
reducing the organisational performance due to project failure.
Q 3
Various scholars over time have proposed different motivation theories for
encouraging the employees involved in an organisation for increasing and attain greater
performance. However, the problems identified in the case are different from the regular
cases of motivational issues and can be addressed using the following motivational
theories proposed. The motivational theories applicable in this particular case for
retaining Tom as a efficient resource of the organisation are Vroom’s expectancy
theory, Herzberg’s motivational theory and Maslow’s need hierarchy theory.
Vroom’s Expectancy theory
Motivation according to the theory proposed by Vroom depends on the expected
outcome of the task performed. The level of dedication is directly related to the
expectation perceived by the individual. Tom’s situation mentioned in the case is failing,
as the expected outcome is not being provided to him (Parijat and Bagga 2014). Tom’s
recognition of the market condition is not being acknowledged by Frank, which is
facilitating in de-motivating him. Considering this theory will help Frank identifying this
issue and resolve it accordingly to divert Tom’s dedication toward the project.
Herzberg’s Motivational Theory
Herzberg’s Motivational theory on the other hand categorises motivation under
two broad divisions that are hygiene and motivators. Lack of hygiene contributes toward

3CASE STUDY ANALYSIS
job dissatisfaction and motivators facilitates in job satisfaction (Malik and Naeem 2013).
Tom in this case is facing challenge in both the cases. He is strictly directed and
supervised that contributes in reducing hygiene. Moreover, interpersonal relation of Tom
and Frank is disputed that facilitates to the same. Tom on the other hand is facing
trouble in getting recognition as Frank is overlooking his concept. This is playing as an
actor in reducing motivation.
Maslow’s Need Hierarchy Theory
Maslow’s need hierarchy theory identifies five levels of needs desired by
individuals according to the situation. The crisis in case of Tom falls under the fifth
category of need identified, which is self-actualisation need. Self-actualisation need, as
opined by Kaur (2013) is the need for fulfilment. In other words, this category identifies
the need of recognition of the potential capability offered by the individual. Frank
overlooked Tom’s ability of risk assessment from the macro environmental study and
imposed his project on Tom. This significantly reduces the motivation level of Tom in
contributing toward the project he is assigned to, which can be resolved using the
Maslow’s need hierarchy theory. Frank using the theory can consider the proposal
made by Tom and appreciate its efficiency. However, Frank at the same time needs to
communicate the urgent requirement of the project as perceived by him, which will help
Tom clarifying the importance and reconsider his priorities, as this will bring
transparency in the process.
Q 4
A number of HR management concepts can be implemented in order to increase
organisational performance. However, concepts applicable in this particular case are
training and empowerment and communication strategy.
Training and empowerment – Training and empowerment as put forward by Paillé et
al (2014) is an effective human resource management tool used by the organisations
over industries for increasing overall performance of the organisation. This works as a
motivator for the employees as it develops skills and knowledge of the employees in
particular field that gains them experience as well as status in their carrier. D7 Display,
like many other organisations can implement this HRM tool for increasing motivation
and satisfaction level of the employees and reduce employee turnover. Developed skills

4CASE STUDY ANALYSIS
of the employees will in turn increase the performance level. This will further help Frank
in retaining Tom as an essential organisational asset and explore his ability for
increasing organisational performance. Implementation of training and empowerment
will help Tom to understand Frank’s perspective and the strategy perceived to work in
accordance for increasing the organisational performance and deliver the goal set.
Communication Strategy – Communication strategy is another effective strategy
implemented by HR management of an organisational that increases the
communication flow within the organisation. This according to Purce (2014) helps both
the employees and the management to transmit their concerns regarding the
organisational performance. Attainment of greater communication helps the
organisations to explore range of possibilities for particular aspects of the projects. This
further helps in transmitting vision and culture of the organisation with the employees
and set them in the course desired by the organisation for achieving the same. The in
this case will give Tom a voice that will help him stating his problem faced in the
particular job profile. This further helps Tom in building morale and satisfies his
concerns. This concerning Frank’s need will help him communicating the organisational
need and engage Tom in the particular project as required by the organisation.
Q 5
The leadership style represented by Frank is autocratic leadership that restricts
his ability to manage the enthusiast workforce focused in generating and increasing the
profit margin of the company through long term planning. The leadership style
applicable in the situation can be either democratic or autocratic leadership.
Democratic Leadership – This leadership style as defined by Woods and Woods
(2013) incorporates the subordinates in the decision making process. This will help
frank in multiple cases of management. Incorporation of subordinates in the decision
making process will help developing self-esteem of the employees and motivate them
for working towards the project. This will further increase the dedication level of the
employees towards their work. Tom will be provided opportunity to express his concern
and state his opinion regarding elevation of profit margin in the long-term scenario. This
will enable Frank to compare and contrast the opportunities of the available without just
focusing on his ideas.

5CASE STUDY ANALYSIS
Transformational Leadership – Transformational leadership as pointed out by Avolio
and Yammarino (2013) helps inspiring the subordinates by reflecting high level of
empathy. Four primary elements identified in this particular leadership are idealised
influence, inspirational motivation, intellectual stimulation and individual consideration.
This will enable frank to influence Tom in taking active part in the project and work
toward the goal set by the organisation. This style of leadership will also enable Frank to
establish high level of communication with his subordinates and develop healthy
individual relationship. Transformational leadership will further help him changing
perspective and let him consider the opinion of his subordinates. This will create wider
possibilities for exploring and gain success in attaining organisational goal. Lastly,
transformational leaders are widely known for their ability to motivate subordinates by
various means. The above skills in also contributes in increasing employee motivation.

6CASE STUDY ANALYSIS
Reference
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