Describe about the Business Management for Great Business Leader.
Great leaders are generally great problem-solvers. They are expected to take on active roles in conflict avoidance and solving issues (Galinsky, Adam, and Maurice Schweitzer 2016). However, in some situations leaders with good intentions also fail in difficult circumstances due to getting overwhelmed and being stubborn (Haesevoets et al 2015). The same situation can be seen in the case study. It is a case study on a manager delegating his task to his subordinate manager and requesting the team to work during Christmas holidays instead of handling the matter himself. It is not expected from a senior manager to suddenly delegate tasks to his team, especially at the time of holidays, no matter who the client is. Moreover, even if any urgent situation arises it is expected from him to step up. The venture will produce truly necessary income; however, it includes six weeks of work packed into two - and over the occasions, no less. In addition, there is a new manager who is unaware of how to handle the team given to her, how to complete the task in such a short time and before that how to even convince her team to work during the holidays. The priority of every manager must be to maintain a proper balance between client demands and employee satisfaction to generate success for the organization. The report aims to work as a consulting report, identifying the problem issues, and provide contingency plans for them. To do so first an analysis of the problem situation would be done and then the problems would be pointed out so that a proper solution to each can be provided.
Analysis of situation and identification of issues
Driscoll Company offers programming administrations to their customers and additionally different administrations identified with programming. This implies it gets incomes from these sorts of administrations. Moreover, their products are interesting and of high caliber however are costly. Subsequently, the associations that can bear the cost of this product are the ones that figure out how to be served. Hybara is one of them. Driscoll is an expansive business with a decent and high capability of getting to be effective soon and with the right administration and workers. As indicated by the data for the situation examine, this is the main type of income that Driscoll has.
The trigger that gets the contextual investigation under way is the way that Tim has told Hybara Casinos that Driscoll Software can convey this new framework, including the ordinary "fancy odds and ends", by the New Year, which is only two weeks away. This sort of advancement exertion for the most part takes Driscoll Software six weeks to finish.
This is a hopeless scenario for not just for the venture group and its new administrator, yet for Driscoll as association and Hybara the client because of the absence of initiative toppled with a definitely decreased venture course of events with high client's desire that may not be achievable to meet.
Because of the way that Driscoll Software was deficient in revenue, Tim settled on a fast choice to acknowledge the venture. In doing as such, Tim now confronts the test of making sense of how to convey an ordinary six-week exertion into two weeks. He takes the decisions in the organizations, which is not the way managers and organizations should operate. This is obvious where by the association supervisor Tim spoke with Hybara Management and chose to acknowledge the duty of redressing their product without counseling the workers' perspectives and thoughts on the matter. He did not look for the guidance of the group in charge of get ready and introducing programming in spite of the way that the obligation would totally fall on their shoulders. Well beyond that, he did not much consider the way that the representatives would need to go for their occasions instead of work.
Problem identification and reasons
A manager is a person who listens, understands, cooperates, entrusts properly, guides and shows the way by example. An efficient manager with good leadership skills would never consign to a tense deadline, with already so many limitations, without clarifying with the client about a few things or consulting with the project team and team leader about their restrictions (Creary et al. 2015). It is a valid concern that Driscoll needs this revenue to prevent staff reductions.
There is an issue of poor administration in Driscoll association. This unmistakably originates from the highest point of the chain i.e. the general administrator Tim. He indicates extremely poor administration aptitudes and authority abilities, poor relations with his representatives, poor relational abilities, poor basic leadership aptitudes to name just however a couple characters. Mostly, he does not act as a qualified supervisor neither does he depicts the character of a decent good example to his bosses and workers.
The decision to take the project during Christmas break and committing to complete it in a timeframe much shorter than the actual timeframe was impulsive. This decision hints to the reality that the unit head failed in providing the new manager and her team the chance to present their opinions on the situation and to experience being respected or feel worthy. It would have been in the manager’s hand to empower the new team leader by sharing with her his thoughts and concerns regarding the Hybara project, or he could have asked for her ideas and inputs concerning the short deadline. Instead of doing all these, he put his team at risk, along with the project and marked the new team leader to failure. It is imperative that conflicts and tensions that arise at work environments be given proper attention and resolved on time to avoid further loss to the organization (Sah, Sunita, and George Loewenstein 2013). As indicated by the contextual investigation, Tim the authoritative supervisor chooses to acknowledge the duty of introducing another product for Hybara since they had acknowledged the cost and the cost they would acquire. They had acknowledged the way that they could stand to pay for Driscoll's administrations and its product. This implies Driscoll would get some income from the operations, which it did not have now. Tim sees that the association is in incredible threat monetarily and if the circumstance persevered, they will need to suck a few representatives in the start of the following year.
The unit head should have acted as a better manager and taken better decisions while acting sensitively. His lack of capability to interact properly with the employees of the organization has resulted in loss of good employees previously and currently dooming the company with a project put up for failure (Giessner et al. 2013). He delegated the project to a new leader but is not supporting her in managing the project’s outcome, which is not the kind of conduct expected from a senior manager. It is the responsibility of a senior manager that whenever a rookie is in the managerial role he should extend his help and support to help take important decisions and actions, which in the current situation could not be seen. In this case, both the unit head and new leader’s management, and administrative skills were not up to the mark. The unit head failed to show empathy for his team, which he should have, and the new manager by agreeing to the deal with Hybara. The new team leader too failed to show any kind of management skills at the wheel. She followed the unit head’s instruction with closed eyes without understanding the criticality of the project. In the absence of any instruction from senior managers it is the responsibility of the junior leaders to step ahead and take things in their hands. Here, the team lead tried to follow the general idea of controlling a team before even earning the respect of the team members. She forgot to keep in mind her actual identity as a programmer and understand the graveness of the situation. Instead of worrying about being a rookie she should have asked for help or advice. It would have been smarter on her side if she would have asked for advice from professionals and acted in a more sensible way towards her team (Easton, George and Eve D. Rosenzweig 2015). In these kinds of situations, new managers should seize the opportunity of senior manager’s absence to gain respect as a leader and be perceived as responsible and dependable by team members. The unit head failed to be an efficient leader. He put himself, his managers, his team members and the company as a whole at risk because of an impulsive mistake he made. He knew his ex-manager’s significant contribution in the organization, her importance in such kind of projects, yet he could not adjust with her working styles or even attempt to build a professional interpersonal relationship between them. He let her resign without even attempting to convince her to stay or think again about her decision to leave.
Coming to the venture group, despite the fact that they have been cooperating and working as group, they have lost a pioneer who knew the organization, its items and procedures leave; because of the revamping of organization and new reporting structure (Wickramasinghe, Vathsala, and Ruvini Widyaratne 2012). One of their associates is currently dealing with the group who got the advancement in view of her specialized capacities. In spite of the fact that she has the specialized capacities and ability sets, she is in the first place arranging transitioning from an associate to chief, which requires building up another association with the group. In addition, assembling new authority and administration expertise sets, the new team leader needs coaching either from unit leader or from another administration colleague who can work with her on cultivating initiative abilities. As opposed to giving a new leader the heading to address the venture group without anyone else, the unit leader ought to have led the pack to address the venture group. In doing as such, the unit head could have clarified Driscoll's money related position, the requirements for the project with the abbreviated time allotment, what’s more tending to the occasion plan, and the beforehand conceded get-aways. He then would have a chance to approach the group for their criticism and suggestions on the best way to achieve this venture, given the abbreviated time.
There is an issue of poor correspondence in Driscoll Organization. At the point when Tim was drawn nearer with the duty of introducing a product for Hybara he acknowledged it without counseling the general population in charge of introducing it. He did not discuss any data with the workers however rather give the weight to his predominant Kristen who was group's supervisor. Aside from that, correspondence issue is seen where by the workers request excursions amid the Holidays from the administrator yet he appears not to know about such demands. Hence, this makes him surmise that his representatives will be accessible consistently from the beginning of the venture to the end.
The unit head has brought on a hurdle for his company by agreeing to deliver Hybara the consignment within two weeks. In such situations, what managers generally should do is inform the client that it takes time to set up a proper system that would sustain and a practical time frame is needed. A manager should always crosscheck with the senior executives regarding any project, check their opinion about it and if it is worth the time at all or not. It is understandable that the team would approve of the project, as Hybara was their biggest client, and would remain that. Tim should try to better his management skills and maintain proper communication with his team so that the organization does not suffer. He must actively practice participating in decision-making activities to provide the best solution for his team.
The current team leader is still new to the responsibilities she has been handed over with, and would not be of much help to the project as a leader in her current condition. It was very evident from the way she addressed her team while breaking the news to them. She could not be firm and clear nor could she maintain eye contact with them. It is understandable that she would take some time to fully mold herself in the new role. It would be helpful if the unit head steps in to help her when necessary. She can be put in the role of the lead project manager for the Hybara project and the unit head would get the chance to understand her potential and how well she does her job. She needs to improve her management skills and perform her duty towards the organization properly with the help of her authority. She needs to work on diverse projects that would help her gain knowledge and skills in addition to bringing in revenue for Driscoll and solve their revenue issue.
The new leader as a lead project manager might not work out, because of her being a novice in the role. In that case, the previous manager who has that experience can be approached only when the pressure mounts up or if a problem arises that they cannot handle. It is the backup solution only to be approached only if the decision of the new team leader and unit head working together for smooth operations does not work out in the end. At the end of the day, making the ex-manager the project manager is the best solution of all. These managers are more than eligible for the role, specifically for this kind of specific project and the clients in question. With her on board the team and the new manager herself would be willing to work during the holidays, despite everything. It would be beneficial for her also, as she would get the time to work with an experienced manager and learn how to be successful and properly complete her future projects as a manager. In such situations, the company, as a whole, benefits from such presence, as everyone would get the chance to understand the client and their systems. The main success that would come for organizations is the completion of the projects within the stipulated time, as it is the major concern for everyone in the organizations (Kerzner 2013). Moreover, Driscoll might fail in raising revenue from other projects, but they have to take that risk, keeping in mind their current revenue situation.
It is understandable from the whole situation that Tim is the rookie manager here. He must take on some responsibilities and be active about his role so that his rookie management style changes to an efficient one. He is to build a credible relationship with Kristen, help her with resources and back her by solving her insecurities. Tim must get in touch with Hybara next time and talk about a revised installation plan, along with an additional fee for such short notice installation assignment. He should also focus on improving his managerial skills by trying to be open and attempting to understand Kristen and her team’s needs. He must ensure that her team has the required resources to complete the task on time. He should focus on creating a two-way communication system, and trust and value his team members. He must take on the responsibility he has been assigned and provide leadership and proper direction to his team so that he can come out as an experienced and efficient manager.
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