'Delegated' Decision making model. b) What are the ways in which leaders manage organizational change ? Explair concept of 'Global Mindset' and culture challenges for the leaders. Case Study This is a case about a rising star leader who flew for a while, but fell. Unisys Corporatio been in the business for more than 130 years. Unisys contributed to the computer revolut with the first commercial large scale system, its 29,000 pound UNIVAC computer back 1951. As you know, the mainframe computer business gradually declined as smaller computers and PC's took over. Like IBM, Unisys had to change its business focus. Larry Weinbach took over as CEO of Unisys with the strategy of steering the company away from mainframes and towards services and de-emphasising commodity PC's. Lawrence Weinbach understands the importance of good communications. In fact, he won the Excellence in Communication Leadership (EXCEL) Award. The EXCEL award is the highest honor the International Association of Business Communicators (IABC) gives to non members, usually to CEO's of major companies. Weinbach's communications strategy was credited a principal factor in his success in boosting employee morale and productivity while at the same time generating a financial turnaround. Here are some of the communication methods Weinbach used to transform Unisys from primarily a computer company to a full service IT company. A major challenge was to change the culture through communications. Within three or four days of taking over as CEO, Weinbach sent a letter to customers and shareholders introducing himself and telling them that if they had any questions or concerns, to write to him and he would personally respond to them. Weinbach also hired a Vice President of Corporate Communications who reported directly to him. As an outsider, Weinbach realized that the employees had lost confidence in the company 3. Was Weinbach's communication focus on sending or receiving messages ? received 4,500 emails and he answered about 2,000 of them himself before the task became too difficult for him. He then developed 'Ask Larry' on the intranet in order to respond to more generic questions and he followed this with a monthly newsletter to all employees to make them feel important and make them aware of what was going on in the company. Weinbach transformed Unisys from a hierarchical flow of information to a more decentralised flow of authority and communications, in which the person with the information needed could be contacted. Having been in the service business, Weinbach knew that the key to success was first, getting people motivated and then ensuring that they were willing to follow where he wanted the company to go; that is to follow his vision. Weinbach believed that the vision had to be simple. The vision of Unisys is illustrated through its three legged stool which focusses on customers, employees and reputation. All three values are equally important and each is represented by a leg; if one is missing, the stool (Unisys) falls. In fact, all employees were given a three legged stool pin to remind them of the Unisys vision. Weinback always wore the pin and if anyone asked him what his vision for the company was, he just pointed to the pin. Unisys managed to sign up Compaq Computer, HP and Dell Computer to resell its breakthrough server called the ES7000. However, a few years later, they stopped selling it to focus on their own designs and Unisys was struggling to make the leap from being a computer company to an e-business services company. It started to lose money again and Unisys replaced Weinbach with a new CEO. Rather than look for another job as CEO, Weinbach decided to start a business with his son Peter Weinbach, Yankee Hill Capital Management which is a service industry specialists advisory and investment firm. Support your answers to the following questions with specific information from the case and text or with other information you get from the Web or other sources. Answer all the questions. Each question carries 5 marks: 1. Which major topic of the Communication module (Communication, feedback, coaching, conflict) was Weinbach's primary focus as he took over as CEO of Unisys 2. Which communication method did CEO Weinbach use within his first few days with customers and shareholders and then with employees? Which method of communication did he primarily use with all the three groups ? 4. How would you assess Weinbach's use of feedback ? 5. Did Weinbach use coaching? If yes, how