Please analyze A New Leadership Position Case using this format thank you. Exhibit 1 is the picture.

1. Identification of Issues

2. Problem Identification Statement:

3. Development of Alternatives to Address the Problem Statement:

4. Evaluation of Alternatives, and Recommend One:

5. Implementation Plan of Chosen Alternative:

6. Evaluation of Chosen Alternative For Effectiveness:

At Dancey Electronics company in a suburb of Dallas, management forecasts have indicated that the company should enjoy moderate growth during the next 10 years. This growth rate would require the promotion of three employees into newly created general manager posi- tions. These individuals would then be required to spend most of their time working with departmental managers and less time on production, output, and cost issues.

A majority of the candidates for the three new positions have been with the company for at least 15 years. Theyre all skilled in the production aspects of operations. Company vice president Don Kelly believed, however, that none of the candidates had the training or overall insight into company problems to move smoothly into the general

manager positions. Despite these anticipated problems, the board of directors decided that the three new general man- agers would be recruited from within Dancey.

In attempting to find the best candidates for the new positions, Dancey hired a consulting firm, Management Analysis Corporation (MAC), to perform an internal search for qualified individuals. Through interviews, testing, and a review of company records, the consult- ing firm generated a list of six candidates.

One candidate was Joe Morris. The analysis used to assess Joe involved the study of environmental variables and his current style of leadership. Exhibit 1 profiles Joes leadership style and various environmental factors that have some effect on this style.

Joes present leadership style, which is high in task orientation and low in relationship orientation, is simi- lar to the leadership styles of the other five general man- ager candidates. The expectations of the company, the potential subordinates of the general manager, and the new position of general manager arent consistent with any of the candidates present leadership styles. The in- tersecting area indicates where the expectations of the company, the new position, and the subordinates would be consistent. According to MAC, this is the ideal lead- ership style for candidates to use as the general man- ager. If Joe or any other candidate were to accept the general manager job, he would have to significantly increase his relationship orientation. If he didnt, the probability of failure, according to the consulting firm, would be high.

Don Kelly was adamant about not going outside Dancey to find three potentially successful managers. He and the entire board of directors wanted to use a recruitment-from-within policy to secure the three best general managers. It was Dons belief that a leader

could modify his style of leadership to meet new situa- tional demands. This belief and the internal recruitment plan led Don to call a meeting to discuss a program to improve the compatibility between the three general managers finally selected (Joe Morris, Randy Santiago, and Ann Shumate) and the environmental factors (the company, the subordinates, and the requirements of the new position.)

10:10 . Not Secure - dl.motamem.org alysis: A New Leadership Position s company in a suburb of Dallas, manager positions. Despite these anticipated problems have indicated that the company board of directors decided that the three new generale e growth during the next 10 years agers would be recruited from within Dancey. uld require the promotion of three In attempting to find the best candidates for the y created general manager posi- positions, Dancey hired a consulting firm, Manager is would then be required to spend Analysis Corporation (MAC), to perform an inte rking with departmental managers search for qualified individuals. Through intervis uction, output, and cost issues. testing, and a review of company records, the con: undidates for the three new positions ing firm generated a list of six candidates. mpany for at least 15 years. They're One candidate was Joe Morris. The analysis use oduction aspects of operations. assess Joe involved the study of environmental varia nt Don Kelly believed, however, that and his current style of leadership. Exhibit pro had the training or overall insight Joe's leadership style and various environmental fac sto move smoothly into the general that have some effect on this style. High Company expectations General manager position Relationship orientation Joe's present style Subordinates expectations for the behavior of general mar Low Low High Task orientation Organizations: Groups and terpersonal influence style, which is high in task could modify his style of leadership to meet new situa- ionship orientation, is simi- tional demands. This belief and the internal recruitment the other five general man- plan led Don to call a meeting to discuss a program to tations of the company, the improve the compatibility between the three general ne general manager, and the managers finally selected Joe Morris, Randy Santiago nager aren't consistent with and Ann Shumate) and the environmental factors the ent leadership styles. The in comany. The subordinates and the requirements of the here the expectations of the new position