Dss consulting case study

CASE 1 2

CASE 1

Bobby Poston Jr.

UMUC

Professor William Stieber

Running Head: CASE 1 1

6/2/2019

DSS consulting organization has current got a complaint which is very serious from Ms. Chris Paterson being the head of the Southwest Region group, concerning abrupt elimination of her roles by one Ms. Meg Cooke, who is the DSS’s chief functioning officer. In real sense, Cooke is Peterson’s direct supervisor. According to Peterson, she has just formed an incoming successful and effective group within the company. In the past six months, the group has managed to come up with an integrated budget with planning systems through their unique efforts (Mullins, 2005).

DSS Consulting redesigned their organizational system to a hybrid to provide the best centers to the brand new districts. The business enterprise specified the specialists to cross-practical groups after organizing their structure. The brand new COO (chief operating Officer) and group leader turned into Meg, Cooke, and Chris Peterson respectively. Chris had the capability of choosing a set that could participate within the enterprise’s task to boom the margins. After redesigning the enterprise’s device, there has been poor verbal exchange between Meg and Chris which brought about the decline of the prevailing project. Meg had poor communiqué capabilities, control enjoy and could not cope with the teams within the right manner.

Key issues

As Peterson was discussing her current incoming products and the markets of the organization’s new services, it was her eventual review within the organization. During this moment, one Cooke didn’t show up any sort of objections, instead she appreciated Peterson’s good leadership since she had heard from their groups. After some days, she changed her mind and turned up to Peterson, telling her that the views concerning her Peterson’s project was going to be terminated. Cookie requested Peterson for report concerning her services with her teams to confirm whether the project in progress led by Chris Peterson was of any importance to the region district. In addition, Cookie made up her mind that Peterson’s group was not going to be entailed in any organizational product development, and then the group’s composition was going to be reformed. Cookie requested Peterson to guide her group in other direction, or else, was to be downgraded. Comment by William Stieber: Good synopsis to start

Since this compliant seemed serious, it drew the attention of DSS consulting. Then, the DSS department decided to inspect the case. The two involved individuals in this case are from the top management. Although their conflict may not be linked to their individual behavior, it may be connected to the result of the company’s current extensive strategies and company’s reforms at the DSS. Thus, this statement may of necessity to the Boarding order in order to disclose concealed issues ultimately impacting the entire organization and its performance. Comment by William Stieber: ?

Finally, the business enterprise was laid low with the selection made on changing the structure and the management patterns. The employees of DSS have been now not satisfied by means of the choices made by the managers and that they feared the effected of the adjustments that could be made in the corporation. The adjustments in the enterprise’s machine inspired the way the experts treated the partners due to the fact they needed to undertake new techniques because they had to paintings with various teams. The managers must have collaborated with the teams to get answers to those demanding situations to help the personnel undertake the new mode of operation. Comment by William Stieber: ?????

Case investigation and evaluation

In this case, the leadership style is first investigated because Mullins declares that it is core feature of company’s performance. It is essential for leader’s in every organization to create a climate that believes in decision management, strategy and their effort towards their work. Such an environment results to organizational prosperity. In addition, the organization of DSS consultant evaluated Cooke style of leadership which based on a managerial grid of Blake Mouton who bases on people’s behavior and their production in a given organization.

Evaluation of the prove indicates that Cooke style of leadership aligns with impoverished leadership which is categorized by low consideration of developing systems of having the task done and developing a satisfactory and encouraging job atmosphere. The result of such style of leadership is incompetence, displeasure and dissonance. Thus, according to the gathered information, Cooke had less leadership. When it comes to Peterson and others, they were anxious for vagueness of how incoming organizations would make known. Cooke was less interested with what Peterson and her group had been doing for the previous six months. Cookie did not react about their effort, even when Peterson requested Cooke to sustain her with her team concerning some problems with operating department, Cookie failed to undertake any direct action. According to some consultants, Cooke has a political stance, and she plays favorites. Comment by William Stieber: Cooke displayed less than desirable leadership behaviors for the situation Comment by William Stieber: Cooke Comment by William Stieber: Cooke

Regarding the Bake Mouton model used for investigation, DSS consultants recommends Cooke to change her style of leadership from improvised to be a group leader. This is because production and individuals wishes shall be highly based on. The ideology behind is to engage workers in comprehending company’s aim and identifying production demands. When workers dedicated and much interested to organizational prosperity, their demands coincide with production demand. This builds a group atmosphere focused on trust and compliments which result to great satisfaction and encouragement, as a result and high productions. Comment by William Stieber: Blake

Management styles

The necessity of management style evaluation may underlined through the notion that, manager’s behavior and management styles will be influence the efforts which are expanded and the performance levels attained by the supporting members. Both style of management and behavior can be as essential as management competence.

After the department of DSS consulting the issues between Cooke and Peterson, they realized that, in spite of the company’s reorganization, uncertain and strategically changes, Cooke gave a high arrangement of elasticity when it comes to group leadership. Thus, Peterson wanted to decide her team’s office situation and the kind of product to develop, where Cooke seemed to be against the idea. After Peterson disclosed her ideas to Cooke, their meeting became very brief when they met since, Cooke did not agree with her idea. Cooke failed to show any kind of objection. Instead, she asked few quarries when Person requested for support from other operating units and remained it for later moments and advised both Peterson and her group to keep operating. Comment by William Stieber: Needs elaboration? Comment by William Stieber: Peterson

According to the done analysis, Cooke’s style of management to Peterson and her group resulted to anarchy since Cooke had minimal managerial styles and control providing optimal personal freedom to act. Although Peterson was then allowed to come up with products for small district schools, the incoming organization rebased on large district learning institutions. Thus, it’s true that lack of direction and control between the two managers cause their clash. In this case, if Meg was team working, she could have supported Chris and other groups within the DSS consulting region to build their idea of developing new products.

Communication perspective

There was poor perspective of communication between Cooke and Peterson. There were no regular meetings between the two managers. Though, their meetings were very brief in case they met. Even after, meeting, they had no clear conclusions. This is evidenced where Cooke tells Peterson, that they will talk later every moment they met. Communication becomes effective when there is mutual feeling between the parties engaging in the communication. In this case, both Cookie and Peterson were not sailing in the same direction in terms of their ides and communications. The absence of proper verbal exchange skills can result in inefficiency and ineffectiveness as a result of the wrong flow of messages as well as the failure of getting the comments. The COO ought to have a fantastic belief of the team after they held conferences with the position group supervisor. Cooke ought to have instructed Chris the real goal of the venture which became to increase to the large areas rather than making upgrades inside the small provinces. The task failed due to negative verbal exchange most of the leaders. Comment by William Stieber: Cooke

Group work

Group is very important for growing organization. Task is not only about technical skills, but also team working, collaboration and group spirit. It is advisable for group members to sustain each other in order to be able of handling differences in a constructive way. If Cooke was viewed as a group leader of the other entire area group leader, the DSS consultant department found that she has low team spirit and collaboration. When it comes to Peterson and her group members, the DSS consulting realized that there was a strong group work. Peterson selected her group members carefully by only selecting individuals who were aware of each other shared various similarities. The team ended up relocating and developing a new product since they were jointly working effectively to achieve their set goals as a team under the leadership of Peterson. Comment by William Stieber: Good highlights

Company culture and Company reforms

Even though it may not seem obvious, company culture may have an all-encompassing manipulate on people’s behavior and deeds. Having in mind that every organization requires appropriate management to manage and express the hard work to attain organizational objectives and goals, the procedures don’t take place in vacuum. The DDS main changes in organizational culture can be categorized as authority culture. Thus, the current primary reforms at DSS in fact lead to correlating reforms in company culture. In this case, the HR realized an essential issue within DSS’s company and traditional changes. This is because, the reorganization and plan reforms has been viewed as controversial. Cooke seem to be having a political decision stance, thus favoring some and disfavoring others instead of being professional. Comment by William Stieber: Perceptions here based on style needs elaboration

According to the DSS consulting, Cooke has failed in her leadership styles. She has poor communication when it comes to interacting with Peterson. Changes are supposed to manage in an organization and not to be ignored as Cooke did. Therefore, the DSS consulting department recommends that Cooke has to adopt various skills in her leadership in order to make it effective. She should be able to manage disputes, have personal experience, management skills in projects, managing strategies, procedures and build her own development in order to lead an organization into effective transitions.

Training

It’s upon the DSS consulting department to train its people since it is one of its roles. After the DSS consulting evaluated Cooke and Peterson’s experience, it disclosed that the two mangers were senior experts. Cooke was the head of negotiation group previously while Peterson acted as the manager in charge of consulting projects in information Technology teams. Comparing the two managers, Cookie had less soft skills while Peterson had revealed improved soft skills. This showed the differences between the two mangers when it comes to working together. From this, discovery, the DSS consulting recommends that primarily Cooke will gain initial training concerning managerial skills. Furthermore, the DSS consulting establishment of planned and systematic concept by the board to trainings at DSS since there was none (Handy, 2013). Comment by William Stieber: Cooke -styles should be also discussed in t Comment by William Stieber: Impact of styles?

Eventual recommendations and potential expansion plans

According to the case, Cooke showed up less leadership skills, communication, management and poor team working. It’s upon the DSS Consulting to call for a meeting with Cooke and discuss with her in order to get her own feelings. In addition, the DSS consulting is going to come up with trainings in order to address her shortcoming in her leadership.

Peterson has strong and effective leadership skills according to the DSS consulting. Although her upward communications was not that good, her group resulted to group thinking. Thus, the DSS consulting would hold a training program for Peterson to ensure they boost her managerial skills. She appears to be having strong deal when it comes to management potentials and also for potential future promotions (Wolfson, 2008). Comment by William Stieber: Also-how did it impact on influencing organization

The other solution can be DSS Consulting organization can incorporate a shape as a way to facilitate their managers to carry out efficaciously in their activities together with inspecting the personnel. The management styles have an effect on the performance of the personnel which results in affecting their satisfaction as well as their overall performance in their activities. The management processes have an effect on the conduct of capacity and present customers of the employer. The success management of a company is prompted with the aid of elements including management and participation of the employees in assembly the goals. An amazing supervisor encourages and leads the personnel to help them meet the enterprise’s aim which become no longer achieved by the COO of DSS Consulting. The overseer control is the same as laissez-faire fashion in which the manager leads the personnel from a distance and offers the junior employees the liberty to carry out their activities.

References Comment by William Stieber: References still below assignment requirements Comment by William Stieber:

Ancona, D., & Caldwell, D. (2010, September 10). Chris Peterson at DSS Consulting. Retrieved from file:///C:/Users/bobby/Downloads/10-107.Chris%20Peterson%20at%20DSS%20Consulting.Ancona.Caldwell%20(1).pdf

Handy, C.B. (2013). Understanding organization. 4th ed. Penguin.

Mullins, L.J. (2005). Management and organizational Behavior. 7th ed. Financial Times Pitman Publishing Imprint.

Wolfson, B. (2008). Train, Retain and motivate staff. Management Today. P.5