Brava Strong Case Study Summary

Having looked at the positives and negatives for the case study, we have to implement solutions for the negative issues and predict consequences as a result of the suggested strategies. As mentioned earlier, one of the negativities after Brava Strong was hired was a poor chain of command within the organization, specifically communication between Brava and mid level supervisors. The organization in my opinion is lacking downward communication. Brava Strong was aggressive in making sure she was meeting with senior management and they as a result maintained upward and lateral communication between each other, but by not meeting with mid level supervisors and telling them to dismiss rumors and maintain a positive environment, the employees belonging …show more content…
Board members as a result had mixed views from the start leading to a divided group and sub groups of members. This is a problem within the organization and it comes down to leadership skills, we speak about emotional intelligence within a leader as an effective quality. Brava Strong, is satisfied with meeting her financial and performance requirements, however the main heart of an organization is the human knowledge that companies capitalize on and their behavior. Brava Strong has to develop employee’s emotional intelligence, which is how individuals perceive emotions in self and others, understand the meanings behind them and synchronize those emotions in an effective manner (Robbins & Judge, 2013). A solution would be to try to make Brava Strong retain emotional intelligence, and I would do this by making her participate in the Hay 360 Emotional Competence Inventory (ECI) assessment and development tool, which will help develop proficiencies in the office (Watkins, 2000). The ECI measures self-awareness, self management, social awareness and skills, it is often known that majority of change and mergers and acquisitions fail due to the fact that there’s an insufficient focus on people, “by developing managers, and employees in EI, the value of employees’ actions can be optimized to realize higher growth, greater shareholder value and sustainable competitive advantage” (Watkins, 2000). A consequence of the implementation of the Hay 360 ECI Assessment would be that it is a questionnaire measured through a computer, which uses an algorithm to provide feedback on competency levels, but because the algorithm is able to generate different combinations of solutions, it is possible EI will be evaluated in various method and as a result there’s no generic answer (Watkins, 2000). Conversely, leadership is an emotional