Running head: DELTA PACIFIC CASE STUDY 1 DELTA PACIFIC CASE STUDY 7 Delta Pacific Case Study Author Note This paper is being submitted on October 20, 2016, for Leading Change course. Delta Pacific Case Study The Delta Pacific Company has an extensive success history. The company has always been at the fore front in the information technology development since the 1970s and directed the market in technology manufacturing, development and sales all through the 1980s to the mid-1990s. Delta Pacific Company was a success story. They constantly met or surpassed their profit targets, effectively incorporated new expertise into their products, and they were regarded as one of the best workers in the country. With kind benefit packages, a superior quality of work life, industry foremost salaries, and an organizational culture that considered its workers to be part of a family, prospective employees were lined up for chances to join Delta Pacific Company. Nevertheless, with the introduction of globalization, low price overseas labor and freer trade, Delta Pacific Company found itself gradually losing market share for its main product: computer hardware. Delta Pacific Company had took pride on manufacturing and selling the best products and teaching its sales team to develop enduring relationships with customers that brought them back year in and year out for their technology. Along with hardware, Delta Pacific Company also sold service deals and training lessons for the consumers of their products. By the end of 1990s it became obvious to the management at Delta Pacific Company that they could not compete any more with less costly products being manufactured overseas. Delta Pacific Company realized that they required making a change in their business model and they supposed they had a new image for their company. The current global environment does not allow companies to utilize traditional factors if they aim at maintaining a competitive advantage over other businesses. For this reason, firms have to restructure their operations to ensure that modern factors are utilized as seen in the case of Delta Pacific. Alongside the shift to product-oriented to knowledge-oriented line of operation, Delta Pacific requires a change model that ensures the success of this shift. Initial review of the contingency plan that could help assist within this case study would have been the Situational Leadership model, however after further research, The Robert House’s path-goal contingency model can be used to affect the organizational change in Delta Pacific. The theory is based on the idea that goals are achieved when some effort is put in, and a reward is given after achievement (Lipman-Blumen, 2014). The Delta Pacific case study demonstrates challenges that take place in a business modifying its business model. Initially, the business used a traditional model in which the customer relationships were put up through the products and services suppli ...

1. Running head: DELTA PACIFIC CASE STUDY 1
DELTA PACIFIC CASE STUDY 7
Delta Pacific Case Study
Author Note
This paper is being submitted on October 20, 2016, for
Leading Change course.
Delta Pacific Case Study
The Delta Pacific Company has an extensive success history.
The company has always been at the fore front in the
information technology development since the 1970s and
directed the market in technology manufacturing, development
and sales all through the 1980s to the mid-1990s. Delta Pacific
Company was a success story.
They constantly met or surpassed their profit targets, effectively
incorporated new expertise into their products, and they were
regarded as one of the best workers in the country. With kind
benefit packages, a superior quality of work life, industry
foremost salaries, and an organizational culture that considered
its workers to be part of a family, prospective employees were
lined up for chances to join Delta Pacific Company.

2. Nevertheless, with the introduction of globalization, low price
overseas labor and freer trade, Delta Pacific Company found
itself gradually losing market share for its main product:
computer hardware. Delta Pacific Company had took pride on
manufacturing and selling the best products and teaching its
sales team to develop enduring relationships with customers
that brought them back year in and year out for their
technology.
Along with hardware, Delta Pacific Company also sold service
deals and training lessons for the consumers of their products.
By the end of 1990s it became obvious to the management at
Delta Pacific Company that they could not compete any more
with less costly products being manufactured overseas. Delta
Pacific Company realized that they required making a change in
their business model and they supposed they had a new image
for their company.
The current global environment does not allow companies to
utilize traditional factors if they aim at maintaining a
competitive advantage over other businesses. For this reason,
firms have to restructure their operations to ensure that modern
factors are utilized as seen in the case of Delta Pacific.
Alongside the shift to product-oriented to knowledge-oriented
line of operation, Delta Pacific requires a change model that
ensures the success of this shift.
Initial review of the contingency plan that could help assist
within this case study would have been the Situational
Leadership model, however after further research, The Robert
House’s path-goal contingency model can be used to affect the
organizational change in Delta Pacific. The theory is based on
the idea that goals are achieved when some effort is put in, and
a reward is given after achievement (Lipman-Blumen, 2014).
The Delta Pacific case study demonstrates challenges that take
place in a business modifying its business model. Initially, the
business used a traditional model in which the customer
relationships were put up through the products and services
supplied by the company (Hannay, 2013). Nevertheless, a

3. modification in the model needed the company to construct
customer relationships using the knowledge and expertise of its
employees.
The change in the model of the business in Delta Pacific has led
to a number issue, needing alterations in the behavioral system
of the organization (Hannay, 2013). The situational leadership
possibility model will be utilized to bring an adjustment in the
organizational system of the company. The model will permit
the deployment of a contributing leadership style, whereby the
director will work with the supporters to make sure that
responsibilities are finished successfully.
Additionally, the reward should be valuable enough to
encourage the followers of a given leader to work harder. In
Delta Pacific’s case, the situational leadership contingency can
also be very effective in organizational change. This model
relies on the use of skills and motivation level to gauge the
employee’s maturity in the work place, and their desire to
accomplish given tasks respectively. As part of my change
initiative, I plan to employ the situational leadership model
because it allows the leadership of followers based on their
level of readiness.
Although Delta Pacific has already acquired a new business
model, it requires the situational leadership contingency model
to ensure that organizational changes are also achieved.
Whenever any kind of change is about to take place, proper
planning is very essential before the changes are implemented.
The current process should be well known and understood.
Many times companies try to drive change without trying to
understand why the process became how it currently is which is
wrong.
Regardless of the reasons for change, the lineage process for
change needs to be understood to avoid past mistakes. It is also
very crucial to understand why the company wishes to change
the process. The change to be made should also be clearly
identified. Once the current system has been found insufficient
in some ways, the new change should be concisely and clearly

4. articulated.
The company needs to clearly define the motivational factors
for the employees. One of the factors is
compensation.Compensation comprises of all the rewards that
are received by workers in return for their work. A good
reimbursement plan integrates a balance between internal equity
external competitiveness.
Compensation and benefits affect the productivity and
happiness of employees, and also the capacity of the
organization to proficiently realize its goals. It is to the
advantage of the company to ensure that the employees are
productively compensated and well-informed of their
remuneration.
Delta pacific can make use of non-direct financial
reimbursement on their workers. Indirect financial
compensation is a benefit given to a worker that has financial
worth, but is not a direct monetary payment. It is often called
noncash compensation. In certain circumstances, these noncash
reimbursement may be more valuable to a worker than a high
salary or wage (Sall, 2004).
One instance of such is the joint medical insurance coverage
which is generally a desirable benefit. Sponsored medical
insurance may be the only approach an employee with a sick
partner may have the money for health insurance and offers
quite an incentive to come on board and clear up with the
company. The company may as well offer leaving plans which
as well offer a beautiful incentive.
The company can as well present distinct payment plans where
it adds a certain amount of money every year to the personal
retirement account of the workers. The company can as well
give profit stock options and sharing programs which are not
only an incentive for workers to stay but also offer an incentive
for workers to be more productive because workers distribute in
the gains. An employee stock alternative is the right to buy
company stock at a specific price during a specific period of
time.

5. Delta pacific can endorse a reimbursement plan for total
compensation for premium general performance. The main
elements of premium total reimbursement are bonus and base
pay. Premium performance is their individual performance as
well as the airlines’ performance. When a worker meets or
exceeds their goals and the Company meets or exceeds its work
goals, they get premium total reimbursement for premium
general performance.
The objective of the company is to reward workers through
acknowledgment, pay for performance, and by distribution
profits with enticement bonus reimbursement based on unusual
accomplishment as a means of inspiration. (Jackson, Schuler, &
Werner, 2012). Base pay for the company employees is
determined by surveys of salary compared to the salaries of like
jobs comparing internally as well as externally, through job
adjusting and evaluation quarterly to make sure the salaries stay
aligned consequently.
The constant decline in the levels of profitability of Delta
Pacific can be credited to the modification in the business
model, the leadership model and the organizational structure
used. The situational management model offers the firm an
involvement style of leadership, which warrants long-term
success. The delta case scenario has demonstrated that lots of
endurance is necessary when moving from one model of
business to another to permit employees some time to appreciate
the model of their redesigned jobs.
In addition, it emerges that the accomplishment of a fresh
business model is greatly dependent on the alterations made to
the organizational behavior of the company. Lastly, the
leadership of the company should have cautiously evaluated its
new plan, and made sure that it was finely set to attain long-
term success.
References
Hannay, M. (2013).A new direction for Delta Pacific-a case

6. study.Journal of Business Cases and Applications, 8, 1.
Jackson, S. E., Schuler, R. S., & Werner, S. (2012). Managing
Human Resources. Mason, OH: South-Western.
Lipman-Blumen, J. (2014). The Essentials of Leadership: A
Historical Perspective. In Conceptions of Leadership (pp. 15-
37). Palgrave Macmillan US.
Sall, R. (2004). Strategies in workers' compensation. Dallas:
Hamilton Books.
Running Head: SITUATIONAL LEADERSHIP MODEL
1
SITUATIONAL LEADERSHIP MODEL
2
Situational Leadership Model
Author Note
This paper is being submitted on October 19, 2016, for Leading
Change course.
SITUATIONAL LEADERSHIP MODEL
DELTA PACIFIC CASE STUDY
Introduction
Situational leadership is defined as the form of leadership where
the leader has to adjust his or her style of leadership contingent
to the situation then or the level of development in question.
This means that the leader is able to change his or style to suit a
group that he or she is interested to influence.
This approach to leadership relies on the use of skills and
motivation level to gauge the employee’s maturity in the work

7. place, and their desire to accomplish given tasks respectively.
As part of my change initiative, I plan to employ this model
because it allows the leadership of followers based on their
level of readiness.
Comparing this form of leadership to the one already in
existence at Delta Pacific, the Robert House’s path-goal
contingency model, it is evident that it is more efficient and that
is why the change is needed. The theory of the current model
approach is based on the idea that goals are achieved when
some effort is put in, and a reward is given after achievement
(Lipman-Blumen, 2014).
Situational Leadership Model
A situational leader can be anybody and with this approach, the
management at Delta will be able to empower its employees.
Some of the advantages of using this approach to leadership
include; maintaining acute awareness, skillfully influencing up
across the organization, the development of committed
employees, efficient drive behavior and creation of more
effective teams.
This form of leadership is powerful yet very flexible to allow
leaders of all levels to influence others. This model is founded
on the association amid leaders and the followers and it serves
as a framework in which every single situation is investigated
on the basis of;
· The magnitude of guidance and direction followers need.
· The magnitude of socio-emotional reinforcement a leader
delivers.
· The keenness level that followers exhibit in performing a
particular, responsibility.
Situational leadership is successfully implemented when leaders
are able to demonstrate its four core competencies which take
account of diagnosing, adapting, communicating and advancing.
Diagnosing means, comprehending the situation the leader is

8. attempting to influence, and adapting means fine tuning their
behavior in response to the situation, while communicating
basically stands for interaction in a manner that is acceptable to
the group and finally advancing stands for managing the
movement.
References
Hannay, M. (2013).A new direction for Delta Pacific-a case
study. Journal of Business Cases and Applications, 8, 1.
Lipman-Blumen, J. (2014). The Essentials of Leadership: A
Historical Perspective. In Conceptions of Leadership (pp. 15-
37). Palgrave Macmillan US.
McCleskey, J. A. (2014). Situational, transformational, and
transactional leadership and leadership development. Journal of
Business Studies Quarterly, 5(4), 117.
Running head: DELTA PACIFIC CASE STUDY 1
DELTA PACIFIC CASE STUDY 6
Delta Pacific Case Study
Author Note
This paper is being submitted on October 13, 2016, for
Leading Change course.

9. Delta Pacific Caste Study
Part One
The Delta Pacific cases study present challenges that occur in
an organization changing its business model. Initially, the
company utilized a traditional model within which customer
relationships were built through the services and products
supplied by the company (Hannay, 2013). However, a change in
the model required the company to build customer relationships
using the expertise and knowledge of its employees.
This case scenario shows that a lot of patience is required when
transitioning from one business model to another to allow
employees some time to understand the concept of their
redesigned jobs. Additionally, it appears that the success of a
new business model is highly dependent on the changes made to
the company’s organizational behavior. Lastly, the firm’s
leadership should have carefully examined its new strategy, and
ensured that it was well set to achieve long-term success.
Initial review of the contingency plan that could help assist
within this case study would have been the Situational
Leadership model, however after further research, The Robert
House’s path-goal contingency model can be used to affect the
organizational change in Delta Pacific. The theory is based on
the idea that goals are achieved when some effort is put in, and
a reward is given after achievement (Lipman-Blumen, 2014).
Additionally, the reward should be valuable enough to
encourage the followers of a given leader to work harder. In
Delta Pacific’s case, the situational leadership contingency can
also be very effective in organizational change. This model
relies on the use of skills and motivation level to gauge the
employee’s maturity in the work place, and their desire to
accomplish given tasks respectively. As part of my change
initiative, I plan to employ the situational leadership model
because it allows the leadership of followers based on their
level of readiness.
Part TwoI. Introduction

10. The change in the business model in Delta Pacific has led to
various issues, requiring alterations in the organization’s
behavioral system (Hannay, 2013). The situational leadership
contingency model will be used to bring a change in the firm’s
organizational system. The model will allow the utilization of a
participating leadership style, whereby the leader will work
with the followers to ensure that tasks are completed
successfully. Based on the results of the Myer-Briggs type
indicator, I believe that I am the best leader to help achieve
these changes. II. Overview
The current global environment does not allow companies to
utilize traditional factors if they aim at maintaining a
competitive advantage over other businesses. For this reason,
firms have to restructure their operations to ensure that modern
factors are utilized as seen in the case of Delta Pacific.
Alongside the shift to product-oriented to knowledge-oriented
line of operation, Delta Pacific requires a change model that
ensures the success of this shift. III. Thesis
Although Delta Pacific has already acquired a new business
model, it requires the situational leadership contingency model
to ensure that organizational changes are also achieved. IV.
Supporting Topics
a) Analysis of the situational Leadership (McCleskey, 2014)
b) Grouping employees into their respective readiness level
c) Application of the participating leadership style
d) Expected changes from the use of this leadership styleV.
Recommendation
a) Proper planning before instituting major changes in the
company’s operations

11. b) Clear definition of employee motivational factorsVI.
Conclusion
The continuous decline in the profitability levels of Delta
Pacific can be attributed to the change in the business model,
the organization structure and leadership model used. The
situational leadership model provides the firm with a
participation leadership style, which guarantees long-term
success.
References
Hannay, M. (2013). A new direction for Delta Pacific-a case
study. Journal of Business Cases and Applications, 8, 1.
Lipman-Blumen, J. (2014). The Essentials of Leadership: A
Historical Perspective. In Conceptions of Leadership (pp. 15-
37). Palgrave Macmillan US.
McCleskey, J. A. (2014). Situational, transformational, and
transactional leadership and leadership development. Journal of
Business Studies Quarterly, 5(4), 117.