Leadership and Management Strategies: Pemancar Case Study Analysis

This case study examines the leadership and management changes within Pemancar following its acquisition by NOVA European Corporation. The analysis delves into the shift from a hierarchical, bureaucratic structure to a flatter, more cooperative management style, highlighting the implementation of corporate management principles. The report explores the impact of these changes on employee morale, the effectiveness of different methodologies, and the strategic implications of the transition. It also compares and contrasts the advantages of Lean methodology and Critical Chain Project Management (CCPM) within the context of Pemancar's operational needs, offering insights into how to prevent employee morale issues during organizational transformations. The study underscores the significance of adapting leadership and management approaches to enhance productivity and foster a positive work environment, addressing issues such as communication, responsibility, and corporate spirit.

Running Head: CASE STUDY OF PEMANCAR
Case Study of Pemancar
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CASE STUDY OF PEMANCAR
Executive Summary
The following report is based on a case study of a company named Pemancar where the
acquisition of the acquisition of the company was taken over by NOVA European corporation.
The report clearly studies about the management and leadership style pertaining in the
companies and brings a clear identification about the same. It also identifies the suitable
methodological factors that can be implemented for better operation of the company in the
future.

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Table of Contents
Introduction......................................................................................................................................3
Conclusion.....................................................................................................................................11
References......................................................................................................................................12

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Introduction
The following report is based on a case study which completely identifies the
leadership and management system that are pertaining in a company named Pemancar and the
impact that were caused to the respective organization in the acquisition by Nova Europe
International Corporation. Pemancar which was under KLCorp organization was considered to
be the most famous automobile producers all over the world where the major motive of the
organization was to deliver better customer service in the market. As compared to the market
strategy that was adopted by the organization within the internal and external environment the
operational department of the respective organization was systematic and well defined. The
company was much concerned about the employees and other stakeholders who were associated
with the respective organization in terms of creating the factor of Trust, sincerity, Openness,
Realization and interdependence to enhance better performance in the market.
Under the system of KLCorp the organization was lacking in their ownership and
responsibility function which created a negative impact in the operation of the respective
company. After facing several management and leadership issues the organization was acquired
by NOVA in the year 2001 which changed the culture and behavior of the company in the
market. The following report studies several changes and innovations that were created to the
management and leadership strategy of Pemancar after getting acquired by NOVA. The other
objective of the study is based upon the classification of two methodological strategies CCPM
(Critical Chain Management Methodology) and Lean Methodology where the purpose is to
identify which type of project method effectively suits for the functioning of the respective
organization in the upcoming future.

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Discussion
Role of Leadership and management in the case
After the acquisition of Pemancar where the responsibility of the company was taken
over by NOVA, the organizational culture of the respective company was changed in terms of
the leadership and management qualities if the respective organization. The leadership structure
that was followed by Pemancar under KLCorp was pyramidal, hierarchical and bureaucratic
structure whereas the leadership quality that was adopted by NOVA was based on leaner and
flatter structure which was considered to be the most effective and systematic leadership style
followed by the organization (Abdullah & Siti-Nabiha, 2013). Some of the major changes that
were adopted by NOVA after the acquisition in the leadership and management function of
Pemancar are mentioned below.
 As compared to the operations that were adopted by Pemancar under NOVA, the
management system had a systematic flow within the respective organization through the
process, where all the employees of the organization were encouraged to understand
actual performance and output that were delivered by them to the organization.
 Pemancar under NOVA has a management style that had the function of individual
responsibility where the operations that were adopted by the respective company were
specific where the responsibility among the employees was delegated downward
(Ghasabeh, Soosay & Reaiche, 2015). Under this function the employees themselves
were responsible for the operations undertaken by them in the company.

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Figure: Difference between Pemancar and NOVA
Source: (Abdullah & Siti-Nabiha, 2013).
 With respective to the management of the particular company, they were attentive under
the area of developing corporate spirit by giving a major emphasis towards attaining
higher performance, ensuring the system of responsibility and knowledge development
within the organization. This derives the leadership strategy that is pertaining in the
company on all aspects.
 According to the leadership strategy that were adopted in the respective organization
there were better coordination and understanding between the top and lower level

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management where the employees were free to solve any kind of issues with other
stakeholders in case of any discrepancies. The flatter structure that was followed by
Pemancar under NOVA had helped them to enhance changes in the growth and
productivity as compared to their past performance.
 The management style that was followed by the managers of Pemancar under NOVA was
cooperative management style which is considered as a part of employee’s
development and management system that was adopted by the respective organization
(Abdullah & Siti-Nabiha, 2013). This delivers better knowledge acquisition training for
the employees to enhance better and effective performance in the organization.
 As compared to the operations that were associated with creating innovations to the
product category of NOVA regarding the process of introducing better recipes for the
product, advanced and standardized technology the key focus of the company was to
adapt changes in the work culture as per the development initiatives taken by the
organization. This was considered to be the major system that had to be followed by
Pemancar in terms of product development strategies under KLCorp.
Thus from the above mentioned system that were adopted by NOVA, it is understandable
that the Pemancar had to restructure the management and leadership style that was followed by
them. The process of creating sudden change in the organizational structure of the respective
company had created a drastic effect in the operational strategy of the organization as a whole.
This respective function made the top management more responsible and pressurized in the
upcoming operation of the company in enhancing the changes according to the strategies that
were adopted and followed by NOVA.
Management style of Pemancar under NOVA

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As compared to Pemancar, when the operation of the organization was acquired by
NOVA, the management style that was followed by the organization was corporate
management style which was considered to be most suitable approach that was required for the
effective future operation of the respective organization (Abdullah & Siti-Nabiha, 2013). The
major initiative behind adopting a systematic corporate management style within the
organization was to enhance better qualitative factors for the employees pertaining in the
respective organization (Wan, 2013). This corporate style generally deals with the function of
delegation and accountability within the organization. The major motive of this approach was to
create knowledge and training that are beneficial to the employees learning for their life long
functioning in the respective company where the process is based upon the system of creating
awareness to the operations in the internal and external environment of the company.
Figure: Cultural Difference
Source: (Wan, 2013).

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As compared to the case study it is mentioned that the management of NOVA had taken
initiatives to send the old managers and others who were the outsiders associated with the
respective organization to Pemancar to understand the actual issues that were faced by the plant
and run the business in the particular company. It was identified that the productivity and output
earned by Pemancar was not as per the expectation and wants of NOVA. Thus, it is
understandable that the corporate style generally plays major role in identifying the key issues
and factors that are associated with the respective organization by creating a study about the
internal and external factors that are associated with the company. Thus this is considered to be
the most beneficial system that are maintained and followed by every organization. This function
can help in attaining the overall suitability of the organization as a whole.
Advantages of Having Corporate style
 Adopting a proper and systematic strategy of corporate leadership style may help in
increasing the improved productivity of workforce within the organization. This function
is done through creating a knowledge based training regarding the operations that are
associated within the respective company where this system was followed by NOVA On
Pemancar.
 This function had helped the employees associated with NOVA to handle any kind of
situation in an easy manner without facing any kind of pressure.
 This system helps in enhancing the system of effective listening and communication
skills among the employees of the respective organization. The plan was adopted by
NOVA through the process of enhancing effective knowledge base training for the
employees of the respective company to effective coordination and understanding among
them.

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Effect of Change management in Employees
As compared to the above mentioned case it is understandable that, the system of
implementing the change management function in Pemancar after the acquisition with NOVA
had to undergo a huge change as per the strategies and plans that were adopted by the respective
organization. This particular system had created a negative impact on the employees of the
particular company. A sudden change in the organization structure had created the factor of
stress and pressure among the employees due to which they started to leave the company. The
other major issue that was faced by the employees was during the strategic decision made by
NOVA to lower the number of existing employees as per the actual requirement of the company
to enhance effective cost benefit to the organization. At this particular situation many employees
of the respective organization were jobless and were unemployed.
As compared to a particular organization an effective system of logical-rational
approach can be applied to make the strategy more effective and systematic within the
organization (Wan, 2013). As compared to the case study it is understandable that the sudden
change in organizational structure of the respective organization created stressful factor in the
mind of employees which completely affected their working culture in the organization.
According to the operations of the company having an incremental approach can be a
beneficial factor for Pemancar in meeting the needs and wants associated with top management.
This function can help in creating a brief study about the legitimate interest associated with the
respective organization.
Strategies to prevent employee’s morale

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 The first major function that can be adopted to avoid employees reducing the employee’s
morale can be by offering better incentive structure along with their real compensation
structure as per the work done by them. This can create a factor of confidence among
them along with which they can get emotionally attracted towards the respective job. It
could have being an effective strategy, if this particular function could have been
implemented by Pemancar during the system of organizational transformation as per the
acquisition made by NOVA.
 The second major factor can be by enhancing better communication system within the
organization. The employees must be made aware about the terms and conditions and
current and upcoming plans that associated with the respective organization (Ghasabeh,
Soosay & Reaiche, 2015). As compared to the above case NOVA planned to reduce the
employment structure of the organization which generally was a sudden plan that was
implemented by the company. This function leads to the unemployment of many existing
employees who were pertaining in the respective company.
Classification of Methodology in the case
 Lean Methodology
 Critical Chain Project Management
Lean methodology is considered as the process of optimization of people, resources,
energy and other factors that are required for the complete and effective operation of an
organization (Duska et al., 2015). The major purpose of this system is to adopt and deliver better
value to the needs and wants of customers. It is classified into two factors that are considered to
be the guiding concepts of the organization such as ensuring proper respect for the people and
continuous improvement.

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On the other hand a Critical Chain Management System is a project execution factor
which identifies the adequate resources that are required by the respective organization to
execute a particular project. This system helps in maintaining and managing the resources of the
respective organization in systematic manner which can used at the time of preparation of project
with more flexibility.
Advantages of Lean Methodology
 Applying the system of lean methodology may help in increasing the productivity of the
organization, which involves the function of avoiding and preventing those factors that
are do not meet the customers’ needs and wants (Duska et al, 2015). These factors are
considered to be waste in terms of an organization.
 The other major advantage of adopting lean methodology may help in employee’s morale
within the organization.
 The most important factor that is associated with the lean methodology is it helps in
enhancing better customer satisfaction within the organization.

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Figure: Lean Methodology
Source: (de Matos, 2013).
Advantages of Critical Chain Project Management
 This generally plays a major role in adopting and creating organizational projects within
the organization and helps in analyzing the suitable project that can be more beneficial
for the operation of the organization in the future (Anantatmula & Webb, 2016).
 Deadlines area considered to be the key part of the management, where this helps to
complete the respective task within the deadlines.
 For the organizational concept, this helps in analyzing the critical and most important
area which requires much consideration and attention.

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Figure: Central Chain Project Management System
Source: (Anantatmula & Webb, 2016).
Role of methodology in Pemancar
The implementation of Lean Methodology can help Pemancar in the function of adopting
better and effective marketing strategy in the future. As compare to the current status of the
company, after the acquisition made by NOVA they are planning to create changes into the
organizational structure as a whole (Jo, Lee & Pyo, 2018). The function of adopting systematic
lean methodology will help the organization in increasing the productivity on understanding the
key areas where the operations and the changes had to be undertaken in a more effective manner.
The major factor can be based on maintaining a better employee’s morale where the lean
methodology gives more emphasis on certain areas of the Pemancar, where as compared to
Pemancar moving on the transformation of organizational structure lean methodology under this

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aspect may play major role under all terms. Lean methodology focus on key areas of the
organization making a critical analysis of the organizational terms and values.
Conclusion
Pemancar was the organization that was under the acquisition of KLCorp where the operation of
the respective organization was ineffective and the production was not as per the requirements.
The leadership style that was followed by the organization was bureaucratic where at the current
stage they lacked performance in the area ownership and responsibility associated with the
organization. In the year 2001 the operational function of Pemancar was taken over by NOVO
which created a positive impact in the operational strategy of the respective organization. The
leadership style used by the organization was flat structured and where there was systematic
innovation and development in the organization with enhancing better and systematic
employee’s satisfaction function. Pemancar faced the issue of organizational transformation
within the organization which created a negative impact on the organizational functioning as
whole. The methodology factor that was adopted by the respective organization was based on
Lean Methodology that plays a major part in enhancing better operation in the upcoming future.

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References
Abdullah, Z., & Siti-Nabiha, A. K. (2013). Leadership and Change Management: A Case Study
of Pemancar. Asian Case Research Journal, 16(01), 115-132.
Columbus, C. LDC, 62À63 NOVA corporation, 54À60 obligation to act, 42 overlap, 44À45
pragmatism approach, 43À44. BME, 75, 79.
de Matos, J. A. Academic Leadership and the Business Gateway to the Chinese and Portuguese
Portuguese Speaking World Speaking World Speaking World. University Governance
and Academic Leadership in the EU and China and China, 295.
Duska, L. R., Mueller, J., Lothamer, H., Pelkofski, E. B., & Novicoff, W. M. (2015). Lean
methodology improves efficiency in outpatient academic Gynecologic Oncology
clinics. Gynecologic Oncology, 138(3), 707-711.
Ghasabeh, M. S., Soosay, C., & Reaiche, C. (2015). The emerging role of transformational
leadership. The Journal of Developing Areas, 49(6), 459-467.
Jo, S. H., Lee, E. B., & Pyo, K. Y. (2018). Integrating a Procurement Management Process into
Critical Chain Project Management (CCPM): A case-study on oil and gas projects, the
piping process. Sustainability, 10(6), 1817.
Mason, S. E., Nicolay, C. R., & Darzi, A. (2015). The use of Lean and Six Sigma methodologies
in surgery: A systematic review. The Surgeon, 13(2), 91-100.
Wan, Y. C. (2013). Library Leadership Institute returns home. IFLA Asia and Oceania Section
Newsletter.

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Anantatmula, V. S., & Webb, J. B. (2016). Critical chain method in traditional project and
portfolio management situations. In Project Management: Concepts, Methodologies,
Tools, and Applications (pp. 1005-1022). IGI Global.
.

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