OB assignment writing help: Management help on Luijk & Van Vaest

(1)   Emma van Nijmegen has been appointed managing director of the company Luijk & Van Vaest. This company is engaged into the transportation of people, goods and parcels. Emma has greatly contributed to make this from loss maker to a profit maker organization. Emma driven the need of open communication within the male-dominated Company and hence changed organizational culture and image entirely. Firstly, she targeted the cohesiveness among the team and selection of the right people in her team. She exhibited a tactic to improve the implementation of creativity. To raise the open communication within the premises, she set meetings in order to develop vision of the organization LVV. Additionally, Emma became people-oriented rather than task-oriented. She worked in the area of tea building and consistency within the regional management and team of the company and hence built trust. She expected everyone to treat a people as people not as asset, mainly into the business LVV is operating. Subsequently, Emma considered the miscommunication in the company and prepared herself for seeking suggestions from everyone and accepting criticisms as well (Mitchell 2001).[S1] [S2]

People-oriented leadership approach: Furthermore, Emma concerned that open communication is essential for improving team cohesiveness and to bring effectiveness and efficiency in the team. Therefore, the first goal, Emma set was to involve everyone in the discussion so that each stakeholder could know where the company is going. She was clear from this point that she would have to face condemnations also, in order to seek suggestions from the employees. Moreover, she took decision to ride along with the drivers of parcel delivery to check the exact condition closely.  She had a different approach to understand the people. She considered that everyone has its own different style to complete the task. Therefore, people’s way of working should be respected by everyone. Apart from it, Emma also focused on behavioral and inner aspects of both regional management and the employees. Emma experienced that when employees or management teams recognize the absolute values and visions of a company, they become clear about their specific jobs in accordance with the appropriate framework and future of the company (Loftus 2012). Similarly, Emma approached people-oriented leadership and paid attention to the employees and their way or working. She created friendly, open, and comfortable environment in which every employee can keep his/her problem on the front without any hesitation. This approach makes people working effectively and efficiently towards the fulfillment of organizational goals.

(2)   Management style approached by Emma is unusual because she introduced open communication in the company LVV. Previous managing director of LVV had taken closed communication strategy in to consideration as he was akin to work on his own instead of involving any other team member of his management department. He was task-oriented leader and focused mainly on work accomplishment rather than the way of working. Therefore, it can be stated that Emma came forward with unusual management style and brought about changes. Criteria set for the judgment on Emma’s unusual management style includes following (Turk 2009):

Vision: Emma attempted to set a new and unique vision for the company. In this regard, she precisely and openly communicated the strategic plan to all the employees and her team, for working towards the vision. It was an unusual style of open communication, which was not there in the organization in past.

Constituent focused:Emma listened to everyone in the organization and assigns the tasks according to the employees’ satisfaction. She respected everyone’s way of working and did not consider work to be accomplished on the highest priority. Emma also exhibited her knowledge and perspectives with other leaders of LVV. She broke down all the barriers for communication and developed prominent relationships across the company (Clarke 2002).

Accountability/Integrity:She made unusual changes but within the framework of company’s policies, framework and procedures. She approached the concept of “walk the talk” which demonstrates that actions taken by Emma were consistent with the words alleged. Her management style revealed her self-confidence to stand for employees, team, ideas and beliefs.

Inspires excellence:Managers had their own working styles and running the things their own way. But Emma brought different management style and sought new and unique ways in order to improve the work environment both work styles and procedures. Apart from that, she also identified the need of self-assessment and team evaluation to improve her and team’s relative area of weaknesses and presumed responsibilities for better improvement (Scholl 2003).

Positively stimulates changes:Emma created and initiated positive changes at LVV and its working environment. She approached democratic and participative management style, which was unusual for the organization. Emma sought all the expected changes as an opportunity. It is understood that an effective leader implements better and unique ways of doing things. Thus, Emma closely looked the past condition and promoted alternative viewpoints as being necessary to positive change within the organizational context (Higgs & Rowland 2000).

Teamwork: As mentioned above, earlier managing director of LVV liked to work without any support of his team and hence did not involve them in any task. LVV was lacking at teamwork as team was not motivated to work towards task accomplishment or goal achievements. Emma functioned efficiently both as an enthusiastic team leader and a leader. She respected the contributions and aptitude of every team member and created an environment where everyone feels comfortable to actively participate. Emma had an unusual approach of accepting everyone’s way of working even if it is not done the way she liked (Bozionelos & Lusher 2002).

Communications:There was entirely closed system of communication at LVV. Regional managers had not authority to communicate directly with the top management and on the other hand, employees could also communicate on the basis of hierarchical system only. But Emma initiated open communication and broke down the hierarchical system for communication with other departments or top management (Queendom 2013). She provided the opportunity to everyone for keeping their issues and problems in front. Her way of introducing communication system was that it should be in an open, complete, candid, consistent, clear and interactive manner with the support of meetings and discussions. She herself listened effectively, accepted criticisms from employees’ side and displayed real interest in others while communicating and listening (Mabey 2002).

(3)   As Emma made significant changes within LVV Company, there are more possibilities for its future development. She did not initiate changes just for the sake of change, but for improving all over performance of the company. After bringing about changes in people of the organization, company LVV can go for e-commerce services for transportation of goods like internet package tracing and tracking services. According to this service, customers would be able to track their orders through internet, what they are expected to receive from the company (Warren, Moreland & Boland 2000). In this context, it will change the face of transportation of goods and services at LVV Company. When looking into future, LVV can diversify its business through big mergers which will also build the future of its employees more clear and definite.

Thus, by diversifying their business and introducing business through e-commerce will help the company gaining large market size. This will again lead to economies of scale. Learning, experience and changes in people’s way of working curve effects will generate lower costs since the company obtains experience in transporting the goods and services. Moreover, sharing of knowledge and experience between the teams and departments will also lower the cost involved in research & development and assist winning competitive advantage (Heller 2003).

Future development for Emma: Discussing about future development of Emma in particular, Emma has been appointed as the post of AG after German postal giant and LVV merger. She got a post of new executive group member of Post AG’s international division. As Emma has worked in a male-dominated company and brought about changes like open communication, people management, and effective working environment and changed a loss maker company into a profitable company. Emma can work as an efficient CEO in a company because she is capable enough to work in a team, with full commitment and integrity and is straightforward not political while managing the organization (Day 2001).

Emma operating as the post of AG:As a post of AG, she would take care of both LVV and Keuser and other past takeovers of Post AG. Emma would handle this post efficiently and confidently. On her post of AG, she would competently resolve conflicts among the team members by running on the constructive track. She would be direct, sincere, and factual while working in a team and handling both group of companies. She would bring people-oriented approach to deal with employees’ issues and internal pressures (Phillips 2011).

(4)   If the responsibility is given to turnaround LVV, then approach would be same as Emma used, but with little differences. Leadership management style approached by a manager seems to be set in unchanging and real manner. On the other hand, sometimes it may be fluid and flexible according to the situation, Likewise, if responsibility is given to bring changes in the company LVV, employees would have given a good deal of flexibility within the workplace which would have enabled them the better opportunity to evaluate how preeminent to move toward their day-to-day work processes and systems (Synnot & Fitzgerald 2007). Team members would have motivated by involving them in decision-making processes and making a good balance. Total focus would have been made on organizing, assisting, and growing the people in their separate teams so that particular tasks could be accomplished. This would encourage effective team work and innovative collaboration within the company (Collier & Esteban 2000). According to this distinct approach, a leader would always be available whenever the team members require advice or help.Moreover, people would have motivated for working competently by providing them some aspects related to job satisfaction , which includes following:

• Compensation
• Job security
• Work-life balance
• Open communication between senior management and the employees
• And other benefits.

This type of management style is called transformational style of leadership through which people generally give high performance, low grievance rates and high turnover for the company (Kotter 2003).

(5)   Acceptance for working with Emma: However, Emma is straightforward, committed towards work and involves everyone in decision making framework, accepts their suggestions, communicate openly, and listen cautiously to the employees; there may be a situation for some employees for working with her.

• When some managers use their own working styles and adopt democratic leadership in order to satisfy the subordinates, they would fail to work with Emma according to her unusual management style of people-oriented and participative. In this case, the managers might accept the ideas of Emma but not implement them successfully at the workplace where it is required.
• Additionally, Emma set some training programs for self-assessment of the employees. Some might not want to involve in this as they perceive themselves to be efficient enough for completing the tasks without requiring any training.
• Emma initiated open communication and invited everyone to put their suggestion on the front, in this context; some managers may take in those ideas and can sue them for their own benefits (Speeducareer.com 2011).

Non-acceptance:

• Politics within the company can intimidate growth of the working environment, which can be dampened through Emma’s working and managing style.
• All the employees involved in communication use their skills together for accomplishment of a defined task and thus all the suggested ideas by the employees are taken into account.
• Apart from everything, working with Emma would help reducing the communication gap within the organization, which is needed.
• A positive and friendly work environment is framed, which mean that every employee takes on his/her responsibility and accepts challenges.
• Similarly, working with Emma is not a situation because her way of working and managing the people in an organization leads them to feel empowered and motivated at work. In sum, majority of the employees get ready to accept her way of working style as she does it with full commitment, integrity and hence secure their future development with the company (McLean 2005).

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