Case Overview The plant’s Vice President, David, hired Paula to be the Organisational Manager without discussing with his leadership counterparts that there was a need for such recruitment. Particularly, the human resource manager, Harvey, was angry because, despite Paula reporting to him, she would do David’s assignments. The process of transforming the organisation began with Paula leading it, but she failed to include Harvey or others in the organisation’s leadership in the process. Consequently, Harvey involved Joe, the plant manager, in sabotaging Paula’s efforts. Harvey took all employees working under Paula and left her with one, which led Paula’s to report the issue eventually to David. Paula’s frustrations meant she couldn’t realize
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Union-management problems also qualified as an internal driver for change at the plant together with the need to change the plant’s leadership reputation. The external driver for change was the need for Texas Plant to compete effectively with sister plants. It is for this reason that the corporate leaders in the company brought in David who then hired Paula without consulting with the department that had the authority to carry out the hiring …show more content…
The reality is that he had already specified on what was expected of Paula, and this happened to clash with what David had in mind. Instead of creating a functional team, it is clear that the relationship between Paula and Harvey has led to a dysfunctional team that is not willing to support each other in one way or another. Ideally, the team that has been created has lacked respect and trust in each other, and created an environment that is likely to derail the desire changes and operational developments in the plant. Therefore, it is a considerable point that the situational leadership theory needs to be applied in trying to resolve the underlying miscommunication that is making Paula and Harvey have disagreements most of the time (Schyns, Kiefer, Kerschreiter, & Tymon,
Union-management problems also qualified as an internal driver for change at the plant together with the need to change the plant’s leadership reputation. The external driver for change was the need for Texas Plant to compete effectively with sister plants. It is for this reason that the corporate leaders in the company brought in David who then hired Paula without consulting with the department that had the authority to carry out the hiring …show more content…
The reality is that he had already specified on what was expected of Paula, and this happened to clash with what David had in mind. Instead of creating a functional team, it is clear that the relationship between Paula and Harvey has led to a dysfunctional team that is not willing to support each other in one way or another. Ideally, the team that has been created has lacked respect and trust in each other, and created an environment that is likely to derail the desire changes and operational developments in the plant. Therefore, it is a considerable point that the situational leadership theory needs to be applied in trying to resolve the underlying miscommunication that is making Paula and Harvey have disagreements most of the time (Schyns, Kiefer, Kerschreiter, & Tymon,