Which leadership theory or theories would best describe the styles of the four directors who preceded Tammy MacDonald at the YMCA center? Why? How would these theories help Ms. MacDonald to understand why the directors were successful or unsuccessful?
The four directors who preceded Tammy MacDonald at the YMCA in Scarborough can best be described, in my opinion, by the Blake and Mouton Managerial Grid approach (1984) of leadership the theory. The previous directors all exhibited leadership in certain areas, but had failed to emphasize leadership in other areas of as much importance.
The first director, James Sinclair, was focused on developing a volunteer base. However, due to his personal preference, neglected to focus on increasing the …show more content…
She could draw on that experience to set new targets and benchmarks to achieve in order to improve the performance of the YMCA. Mrs. Palmer-Korn, however, had other duties as well. These duties required her to travel 50 percent of her time. Even tough, on the surface, it may have looked as if Mrs. Palmer-Korn had great concern for production; on the ground, however, it failed. Because Mrs. Palmer-Korn was only present 50 percent of the time at the Scarborough YMCA, proper monitoring and adjusting to her new targets and benchmarks could not be accomplished. The staff was not being led on a consistent basis. She was not put in a position to succeed, and in my opinion, her time managing the YMCA was impoverished according to the Blake and Mouton Managerial Grid approach (1984) because she was barely present; she could not show concern for the community because her attention was divided and she could not properly lead because she was away from the job way too …show more content…
Because of the nature of government work and accountability to taxpayers, Mrs. Biel was very organized and detail oriented. She put in place operating and reporting systems, and also a process of evaluating budgets in order to increase or decrease them. She instilled discipline and accountability. That change was sudden and too rigid for the culture of the YMCA, and furthermore, Biel’s focus and changes were going away from the two main priorities of the organization which were its mission and margin. Not that discipline is not important but the YMCA was not a government organization. Biel was not focus on neither the people (did not consult with staff regarding changes), nor services (improving the performance of the YMCA). Biel is perhaps the clearest case of impoverished management per the Blake and Mouton Managerial Grid approach (1984).
Ms. Macdonald, after analyzing the previous four directors, will understand that these directors were partly-successful, or unsuccessful because they were either too focus on managing people and ignoring production, had time constraints that limited their focus and monitoring of people and production, and showed no concern for people nor services, just discipline. Ms. MacDonald can draw on the partial success of each of the previous directors, and avoid the pitfalls that made them
The four directors who preceded Tammy MacDonald at the YMCA in Scarborough can best be described, in my opinion, by the Blake and Mouton Managerial Grid approach (1984) of leadership the theory. The previous directors all exhibited leadership in certain areas, but had failed to emphasize leadership in other areas of as much importance.
The first director, James Sinclair, was focused on developing a volunteer base. However, due to his personal preference, neglected to focus on increasing the …show more content…
She could draw on that experience to set new targets and benchmarks to achieve in order to improve the performance of the YMCA. Mrs. Palmer-Korn, however, had other duties as well. These duties required her to travel 50 percent of her time. Even tough, on the surface, it may have looked as if Mrs. Palmer-Korn had great concern for production; on the ground, however, it failed. Because Mrs. Palmer-Korn was only present 50 percent of the time at the Scarborough YMCA, proper monitoring and adjusting to her new targets and benchmarks could not be accomplished. The staff was not being led on a consistent basis. She was not put in a position to succeed, and in my opinion, her time managing the YMCA was impoverished according to the Blake and Mouton Managerial Grid approach (1984) because she was barely present; she could not show concern for the community because her attention was divided and she could not properly lead because she was away from the job way too …show more content…
Because of the nature of government work and accountability to taxpayers, Mrs. Biel was very organized and detail oriented. She put in place operating and reporting systems, and also a process of evaluating budgets in order to increase or decrease them. She instilled discipline and accountability. That change was sudden and too rigid for the culture of the YMCA, and furthermore, Biel’s focus and changes were going away from the two main priorities of the organization which were its mission and margin. Not that discipline is not important but the YMCA was not a government organization. Biel was not focus on neither the people (did not consult with staff regarding changes), nor services (improving the performance of the YMCA). Biel is perhaps the clearest case of impoverished management per the Blake and Mouton Managerial Grid approach (1984).
Ms. Macdonald, after analyzing the previous four directors, will understand that these directors were partly-successful, or unsuccessful because they were either too focus on managing people and ignoring production, had time constraints that limited their focus and monitoring of people and production, and showed no concern for people nor services, just discipline. Ms. MacDonald can draw on the partial success of each of the previous directors, and avoid the pitfalls that made them