A Case Study on “Managing Like a Man at Silkqueen?”

executive SUMMARY This is the grimace study on Managing like a reality at SilkQueen? by Kate Hutchings of Queensland University of Technology. Here we ar given a source named fling Dawson who take to the woodss for SilkQueen, which is an Australian company. She is a well skilled charabanc who has a huge experience for operative successfully in Asia. However, working in this company as a humannessager, she facing some problems, which give way her to take a decision whether she leaves the company or depict to beget some smart changes. For this case study, we are exploitation four questions.We purpose all the four questions one by one respectively. In those, we try to figure out the problems confront by the employees and go, attitudes of the boldness towards quip, ways untied for fling. We as well as discuss about cross-cultural problems here. We also include a bibliography at the end. Company Profile SilkQueen is an Australian Company. Its main product is fabrics. I t produces mellow quality fabrics and sell those doneout the world. SilkQueens manufacturing plants are situated in Sydney as well as in several locations throughout Asia.This company started its dividing bound as a family-owned company in 1910 and it started its international operations in 1979. The workforce of SilkQueen always female-dominated scarce maximum time management has been male-dominated. cranny Dawson has been working for SilkQueen for many years and most of the time she was expending her times working in Asia. It should be noted that she is quite successful in her career. Recently she has been posted to Australia and she is facing some problems with her employees.Although, the productivity is increased but the management is not quite satisfied with her work because the workers are miss there. In this case study, we have to find out the problems faced by the employees and fracture and the probable solutions for those problems. For this purpose, we are using fo ur questions. They are as follows 1)From the perspective of the employees, what problems they are facing? 2)What are the problems faced by scissure and what could the face have done to address her problems? 3)What could Sally do to change her draws ardour? )why Sallys draws style is questioned in Australia and real in Asia? Now we are discussing the above questions with a lot to analyzing the case study. Because of globalization and workforce diversity, the nature of management in an validation has considerably changed all over the years. Nowadays, management is not only about exercise reasonable power using directing loss leaders but also about building relationships with employees, adapting leadership styles depending on situations, and working together with concourse from various cultural backgrounds.To construe the management terrain in the various areas of organisational manner mentioned above, the objective of this paper is to analyses the case study, Managing like a man at SilkQueen? and provide insights on the problems encountered by Sally Dawson, the employees and the organization at SilkQueen. The paper willing starting signal focus on perception stereotyping and ascendance effect to explain how the employees perceive the situation and Sallys leadership. The problems faced by Sally will be next looked into to envision how the organization could have helped in various areas.Theories on improving leadership styles will be employ to explain why Sallys leadership approach is accepted in Asia but not in Australia. psyche One From the perspective of the employees, what problems they are facing? To recognize the problems met by the employees of SilkQueen, an summary of their perception of the former line manager Mr. Wong will be compulsory. This is because the perspicacity of Sally by employees is partly found on comparison with Wong. fit to the employees perception, Wong is an in force(p) leader who is consultative, caring and carry oned about their well-being.He is seen as valuing employees opinion as he always asked what the employees think before he does anything. Unlike Wong, Sally does not walk around the factory al-Qaeda or show concerns for her employees. She does not ask what the employees think before she implements anything. The employees hence perceive Sally to be a poor manager who does not care about employees work condition and who buries herself behind a highschool desk with her back to the door in an office both levels above. These perceptions merely may not be true.According to organizational way scholars, women are evaluated negatively when they adopt a stereotypically male leadership style and fill traditionally male-dominated positions. The employees in the case assume that Sally being a woman should be nurturing and care about their workers suggesting preconceived notions of how women should behave. This notion of stereotyping stack result in misinterpretation of disciplin e because not all citizenry are the same, and many in the same social category may demonstrate inconsistencies with the stereotype.Question Two What are the problems faced by Sally and what could the organization have done to address her problems? The first action by Sally in make a decision to change the work hours without consultation with the employees formed a lasting video of her leadership, known as the primary effect the primary effect relates to a perceptual torturing which states that first impressions are lasting impressions and once an inaccurate first impression is established, it is difficult for the perception to change even when new information contradicts the first impression.The consequence of Sallys non-consultative management style spells the beginning of a problematic relationship with her workers. Within common chord months after she took over line management, Sally is faced with considerable indifference and hostility from her subordinates. In admittance to his pressure, Sally also has to change the focus of her work when she took up the berth of line management in the manufacturing operations-an area which she is unfamiliar with. Because of this, she has to work extensive hours with very little time for social life, resulting in increased stress.Sallys problems and stress could have been substantially reduced if the organization has vie a supportive role. A good organization should first revalue its managers strengths and weaknesses before assigning new roles. This may be done through a structured interview process or through research and information gathering with the objective to understand two areas of managerial competencies- past behavior to predict incoming behavior, and recent behavior to predict distant past behavior.By understanding Sallys former experiences and roles, the organization can then decide whether to assign her to some other area of to send her to a leadership development program much(prenominal) as the leadership grid to train her in evaluating task- point and mint oriented leadership to work out a style beaver desirable for her new role. Question Three What could Sally do to improve her leadership style? Notwithstanding this fact, however, Sally should cultivate her emotional intelligence to admonisher her own and others feeling and emotions to guide her thinking and action.According to behavioral theories by Ohio state studies and University of Michigan studies, there are primarily two categories of leadership populate oriented, and task-oriented. The behavioral studies propose a managerial grid base on a managers concern for people and concern for production, which ideal grid position rates the manager as performing best when the style of leadership is high on people and task dimensions. In the case of SilkQueen, Sally could improve her leadership style by adapting a more people-oriented behavioral approach.To influence her subordinates, she could consider using acciden t leadership based on the idea that the most enchant leadership style depends on the situation. Theories of chance leadership that Sally could use include Hersey-Blanchard situational hypothesis, houses path-goal theory, and Vroom-Jago leadership appointment theory. The Hersey-Blanchard situational theory proposes that effective leadership is dependent on the pursual. This means that regardless of what the leader does, it is the actions or acceptation of the abetter _or_ abettors that decide the effectiveness of the leader.This theory suggests that the leader should change his or her leadership style according to the maturity of the pursual and the situation. Situational theory combines task and relationship behaviors and identifies four specific leadership styles telling, selling, dynamic and delegating. Based on the maturity of the followers, each of the relevant four styles is used by the leader to respond to the employees by gradually declining control over activities and relationship behavior.For example, when an employee is new to the organization, the leader should use the style of telling the follower what to do, giving clear and specific directions. Depending on the maturity stage of the follower, alternate styles such as selling the leaders ideas, participating in decision-making, or delegating responsibilities to the follower may next be used. In the case of SilkQueen, using the situational theory approach would have helped Sally understand that leadership is dependent on the followers and the way to lead followers is dependent on situations and levels of maturity.Instead of telling the employees, Sally could use the mode of selling and participating in implementing the change of work hours. The path-goal theory certain by Robert House is another contingency theory model that Sally could employ in improving her leadership style. The theory suggests that an effective leader is one who can influence employee satisfaction and performance by m aking their need satisfaction contingent with the overall objectives of the class or organization. quaternion styles of effective leadership are indentified in this model directive, supportive, participative, and achievement-oriented.A directive leader lets subordinates know what is expected, giving directions on what to do and how, while a supportive leadership shows concern for the needs of subordinates. A participative leader consults with subordinates and involves them in decision making, while an achievement-oriented leader sets the goals and expects subordinates to perform at their highest level. Using the path-goal theory, Sally could effectively change the perception of her subordinates by building a people oriented behavioral approach through the use of a more supportive and participative leadership style instead of an achievement-oriented leadership.The third model of contingency theory that could be used by Sally is the Vroom-Jago leader participation theory. This theor y developed by Victor Vroom and Alfred Jago takes a contingency approach to determine the optimal level of employee involvement depending on the situation. It proposes choosing the best decision making method for any problem situation through alternatives such as separate or authority decision, consultative decision, group or consensus decision.The model considers five levels of employee participation based on a decision tree ranging from autocratic at the blow over to team consensus at the bottom. Following the leader-participation theory model, Sally could evaluate the level of participation requisite by her in choosing the optimal level of employee involvement. Instead of using the top two levels of the decision tree, that proposes autocratic decision-making. Sally could use the bottom three levels of consultative and group decision in her approach. Question Four Why Sallys leadership style is questioned in Australia and accepted in Asia?As can be seen in the theories discusse d above, one of the traits required of an effective leader is adaptability of leadership styles in varied situations. Adapting styles to situations however is not an belatedly task especially in organizations today where employees are made up of people from different cultures across national and regional boundaries. In the case of SilkQueen, it is apparent that Sallys leadership is seen as questionable in Australia, but appropriate in Asia because of cross-cultural perspectives.This underlying cultural value may be translated as power blank space, uncertainty, avoidance, individualism versus collectivism, achievement versus nurturing orientation, and long-run versus short-term orientation according to Hofstedes dimensions of national culture. Using Hofstedes framework as the guideline to cross-cultural comparison in SilkQueens case study, employees in Australia may be seen as high in individualism, high on social obligations and traditions, but moderately low in power distance.Th is rating vastly differs from countries in Asia such as Indonesia, Malaysia, and China. In Indonesia, individual goals are seen as less important than collective goals. In Malaysia, power distance ranks high while in China the future is emphasized more than tradition or social obligations. Based on the ranking described above, it is easy to understand why Sallys task oriented leadership style is questioned in Australia but accepted in Asia. According to Hofstedes framework, Australia is more inclined to meeting individual goals than group goals and expects relatively equal power sharing.In Asia, power distance is generally high, which means that receiving commands from superiors are commonly accepted. Conclusion Throughout the tidings in this paper, the studies of organizational behavior have been primarily focused in four areas perception, leadership styles, leadership assessment, and cross-cultural behaviors. The perception of leadership based on stereotype and primacy effect can present inaccuracies and incorrect information of a situation or a person.A manager who wants to be effective must cultivate emotional intelligence and be supple to adapt different leadership styles depending on the situation. A good organization must first assess its leaders to understand past behavior to predict future behaviors and bridge the gap of its leaders through leadership grid training. To manage a global organization, the leader must understand the differences in cross-cultural values across different parts of the world. Bibliography Robbins, P. Stephen, Judge, A. Timothy. organizational Behavior Luthans, Fred. Organizational Behavior