Leadership Powerpoint Team1 Proposal Final


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Perspectives in Change Leadership course taken as part of MBA program

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Leadership Powerpoint Team1 Proposal Final

  1. 1. Proposal for Marcom Team 1 Consulting Group: Bridgette Bettac Barry Blair Debbie Chandler Mark Kowalski Cindy Mirsky April VanRivers
  2. 2. Introduction <ul><li>Our approach </li></ul><ul><ul><li>After reviewing various Marcom documents, reports and emails… </li></ul></ul><ul><ul><ul><li>Our team identified the root causes of the various problems within Marcom, then we provided an action plan followed by our recommendations on how best to resolve these problems </li></ul></ul></ul><ul><li>We identified </li></ul><ul><ul><li>Issues regarding globalization and a changing market </li></ul></ul><ul><ul><li>Effective leadership theories and the importance of establishing a leadership succession plan </li></ul></ul><ul><ul><li>Why a lack of cross communication between management in the American, Asian, and European divisions results in a loss of market share </li></ul></ul>
  3. 3. Situational Analysis <ul><li>Presently there appears to be the following problems within the Marcom organization: </li></ul><ul><li>Lack of trust among managers toward their subordinates </li></ul><ul><li>Unclear vision and mission </li></ul><ul><li>Employee's lack of understanding regarding crucial deadlines and quality standards, both stem from mixed messages about objectives </li></ul><ul><ul><li>This is reflected in staff satisfaction levels and is evidence of a lack of clear vision and goals </li></ul></ul><ul><ul><li>An apparent human dilemma from inner conflict and status </li></ul></ul>
  4. 4. Actions <ul><li>Managers and leaders alike need to build teams to feel as though they are a part of the organization </li></ul><ul><li>Hold annual management retreats as a way of team building, in addition to periodic off-site meetings to assess situation and propose new solutions throughout the year </li></ul><ul><li>Involving staff in the decision making process </li></ul><ul><ul><li>The “buy-in” factor-want all the staff to feel ownership </li></ul></ul><ul><ul><li>Revise the Vision Statement </li></ul></ul><ul><ul><li>Write a Mission Statement </li></ul></ul>
  5. 5. Recommendations <ul><li>Increase trust between managers and subordinates, by creating various virtual teams to increase communication throughout the company and foster awareness and understanding of cultural differences </li></ul><ul><li>Outcomes: should enable others to act by communicating, coaching, mentoring, conflict management, fellowship, delegation and self-management </li></ul><ul><ul><li>Project the impression of ownership and guidance.  </li></ul></ul><ul><li>Leadership classes which include a personal Leadership Inventory component composed of testing personality types, reviewing leadership, learning and conflict styles, and the range of preferred leadership practices with a review of the types of leadership styles currently used by Senior management </li></ul><ul><li>Outcomes: A better understanding of the strengths and weaknesses of your coworkers; in addition to finding future leaders within the organization </li></ul>
  6. 6. Situational Analysis <ul><li>With expansion to Europe and Asia, Marcom has taken on inherent cultural difficulties. Communication between cultures is a dynamic issue that needs to be addressed </li></ul><ul><li>Marcom’s leadership style does not appear to be appropriate for the globally expansive environment that it has become </li></ul><ul><li>A lack of leadership training and the absence of a leadership succession plan.   </li></ul>
  7. 7. Actions <ul><li>Understanding cultural differences, in a broad sense, and not just at corporate levels, will foster growth and clarity between cultural diversification </li></ul><ul><ul><li>time constraints should not be an issue affected by communication limitations </li></ul></ul><ul><li>Steps should be taken to create an achievement oriented, value driven environment characterized by more charismatic type leaders </li></ul><ul><ul><li>Transformational leadership styles would also be effective, in the current situation, where trust, loyalty and respect toward leaders is needed </li></ul></ul><ul><ul><li>Varying levels of subordinate maturity warrants the use situational leadership styles should be used   </li></ul></ul>
  8. 8. Recommendations <ul><li>Maintain a level of respect for individual differences and promote understanding of different values, beliefs and traditions </li></ul><ul><li>Marcom should conduct internal audits of employees, leaders, and the organizational task structure to identify dilemmas and build and train teams of employees using building blocks of effective organizations which are: communication, coaching, mentoring, conflict management, fellowship, delegation, and self management </li></ul><ul><ul><li>In addition, the task structure needs to be modified based on area strengths and weaknesses </li></ul></ul><ul><ul><li>The cultural differences need to be addressed and understood by all team members to achieve cohesion among the organization. </li></ul></ul>
  9. 9. Conclusion <ul><li>In order for Marcom to sustain long-term success: </li></ul><ul><li>Marcom should also identify their competitive edge, organizational structure, authority and power to establish a common ground and to unify each member of the company. </li></ul><ul><li>The current vision of Marcom is misguided, it should be answering the question “What does success look like…and act as a guide to action” (alliance online); however, we are finding that the vision statement neglects to include customers interest, needs, and benefits. </li></ul><ul><li>Customers are the key to the success of Marcom </li></ul>
  10. 10. References <ul><li>Conger, J.A. & Fulmer, R.M. (2003, December). Developing your leadership pipeline. Harvard Business Review . 81 (12), 76-84. </li></ul><ul><li>Dani, S., Burns, N., Backhouse, C., Kochhar, A. (2006, June). The implications of organizational culture and trust in the working of virtual teams. Proceeding of Institution of Mechanical Engineers-Part B- Engineering Manufacture . 220 (6), 951-960. </li></ul><ul><li>Kanter, R.M. (2003, June). Leadership and the psychology of turnarounds. Harvard Business Review . 81 (6), 58-67. </li></ul><ul><li>Ken Blanchard Leader Behavior Analysis (LBAII). March 29, 2008 from www.kenblanchard.com </li></ul><ul><li>Kerber, K.W. & Buono, A.F. (2004). Leadership challenges in global virtual teams: lessons from the field. SAM Advanced Management Journal . 69 (4), 4-10. </li></ul><ul><li>Kolb Learning Style Inventory. March 29, 2008 from www.businessballs.com </li></ul><ul><li>Leadership Practices Inventory (LPI). March 29, 2008 from www.leadershipnow.com </li></ul><ul><li>Myers-Briggs Type Indicator (MBTI). March 29, 2008 from www.myersbriggs.org </li></ul><ul><li>Online Lecture-B6027 Perspectives in Change Leadership. (2006) Argosy University </li></ul><ul><li>Senge, P. (2008, March). Shared vision. Leadership Excellence. 25 (3), 4. </li></ul><ul><li>Thomas-Kilmann Conflict Mode Instrument. March 29, 2008 from www.cpp.com </li></ul><ul><li>Yukl, G. (2006). Leadership in Organizations . New Jersey. Pearson/Prentice Hall. </li></ul><ul><li>Zaleznik, A. (1963, April). The human dilemmas of leadership. Harvard Business Review . 41 (4), 49-55. </li></ul>