Essay about Wgu C200 Task 1

3832 Words Dec 7th, 2015 16 Pages
Hillsborough County Public Utilities Department Leadership Analysis
Managing Organizations and Leading People – C200
Task 1
Western Governors University

Table of Contents
Introduction1
Current Leadership Practices2
Affects on Current Culture3
SWOT Analysis5
Strength #15
Strength #25
Weakness #16
Weakness #26
Opportunity #17
Opportunity #27
Threat #18
Threat #28
Evaluating the Traits of the Current Leader9
Strength #19
Strength #210
Strength #310
Weakness #110
Weakness #211
Weakness #311
Recommendations for the Future12
Recommendation #112
Recommendation #212
Recommendation #313
References14

Hillsborough County Public Utilities Department Leadership Analysis
Presently, I work for the Hillsborough County
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Lack of trust was tied directly to the Department Director’s reactive communication and management style. Specifically, during emergency situations, the Department Director would immediately look to place blame and make demands. This caused anxiety among the work force as they were usually being told to take the incorrect actions. Because he was not actually on site, and because he failed to first gather all of the facts, the Department Director was not prepared to make major emergency decisions. This left middle management and field supervisors feeling as though their expertise were not trusted and effectively destroyed their motivation and moral.
Third, the Department Director would encourage his management staff to pursue professional growth opportunities. Management was expected to take responsibility for their individual growth with very minimal personal mentoring. As a part of the Department Director’s performance improvement initiative, members of management swapped placed with their counter parts as a ninety day training exercise. The concept was to improve section cooperation by increasing managements understanding of the functions and daily operations handled by their coworkers. This cross training exercise proved highly ineffective, however, in that the “swaps” turned into permanent transfers. Each manager basically got a new job and in turn did not have to follow through with bringing their newly attained knowledge back to their…

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