The People Cried: The Case Study

Introduction and Review of Case Study

The article, the people cried, is a representation of management of an institution that was faced with challenges. There were cases of employees’ layoffs that were causing tension between the organization’s management and the ground workers. This remained a normal phenomenon until some new faces were introduced in the company’s management. Ross and Laura changed the image of the organization by incorporating employees in the management process and ensured that their welfare was taken care of. When a call was made giving directions for reduction in the number of the organization’s workers, Ross and Laura resorted to reducing the number of top management employees rather than that of the ground workers. They thus saved the organization from the tradition of layoffs that had occasionally been directed towards the ground workers.

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The organization was restored to its stable operational capacity until the head office demanded for another reduction in the number of workers. There being no other alternative apart from dismissal of some of the ground workers, Ross felt the obligation to face the company’s chief executive officer and defend the people whose jobs’ security was at stake. When it became apparent that he had no option but to lay off the employees, Ross decided to resign instead of dismissing his workers whom he credited for the stability of the organization. This paper seeks to offer an analysis of the case study. This paper will take into consideration concepts of management to achieve the analytical objective.

Management Types

There are a number of management types that can be applied by an organization or by managers of an organization. One of the types of management is the transactional type.

Under transactional management, formalities are followed to the letter to ensure that all agreed upon issues are recognized and applied as prescribed. Any change that can be made to the system is thus made with respect to the outlined guideline that has been agreed upon. The concept of transactional management is based on four fundamentals: “atomicity, consistency, isolation, and durability” (Java, n.d., p. 583). The atomicity concept of transactional management expresses the consideration of the entity as a single body whose elements must all be successful. The concept holds the fact that if any singular element of the subject body fails then the entire body will fail in its operations.

The concept of consistency on the other hand ensures that data subject to transaction are maintained in conformity to rules. Consistency must be ensured and in any case operational conditions induce inconsistency in one department, such an inconsistency must be restrained from spreading to other departments. The method also ensures isolation and durability of transactions (Java, n.d.).

Another type of management is transformational management. While transactional management is based on predetermined outlines which are to be strictly followed, transformational leadership is based on motivation of subjects to greater achievements. Once guidelines have been established for operations, transformational management will seek to influence workers in an organization to operate beyond their expected levels of efficiencies. This management type is characterized by feature such as “idealized influence, inspirational motivation, intellectual stimulation and individualized stimulation” (Simic, 1999, p. 52).

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Authentic management is on the other hand based on a wider perspective of objectives in management. It focuses on management goals that are of long term intentions even after a particular manager is already out of the given management position. Authentic management is thus characterized with managers whose qualities include: “understanding of purpose, practicing solid values, leading with the heart and practicing self discipline” (George, 2004, p. 5). Other management styles include charismatic management, participative among others (George, 2004, p. 5).

Concepts and Theories of Management

Management concepts include “participation, communication, motivation and leadership” (Thenmozhi, n.d., p. 22). Participation is a comprehensive process that calls for inclusion off all the parties whether low and high ranking. The management also relays accountability in both upstream and downstream flow of organization’s structure.

The concept of communication relays the importance of a dual way system to ensure motivation. Motivation on the other hand refers to provision of a favorable environment to workers for increased productivity while leadership refers to the capacity to inspire subordinates to success. Management is also on the other hand based on two theories, theory X and theory Y. While theory X managers disregards average workers, theory Y managers holds the opinion that average individuals poses the capacity of self reliance towards work (Thenmozhi, n.d.).

Lack of Corporate and Plant Management Philosophies

The basis of philosophy as illustrated by Kirkerby (2000) is to facilitate individuals so that they can help themselves. A consideration of the case study on the contrary exhibits a complete lack of this motive. While the top management and the other leaders are keen to oppress the works, Ross and Laura are determined to fight for them. The workers thus have no source of motivation to fight for themselves. Philosophical approach of indirectly influencing people through their thoughts is thus completely lacking in the organization and the company as a whole (Kirkeby, 2000).

Analysis of the Case Study

Ross can be classified as a transformational manager. This is because of the characteristic traits that he demonstrated together with the organization’s employees. He established a change from the organization’s culture that disregarded the plight of the ground employees for the gain of the top management employees to establish an all inclusive management style that motivated the workers. He also delegated participative responsibilities to middle level managers into contribution towards better achievements. His management approach established a total transformation in the management and operations stability and productivity in the organization.

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Laura can, on the other hand, be identified as an authentic manager. This is because of her selfless insights which were geared towards the long term stability of the organization. She, for example, presented a solution that could have made her lose her job just to protect the ground workers who held the stability of the organization. Her alternative to the layoff of workers was aimed at the organization’s long term stability contrary to other managers’ opinions of laying down ground workers which would on the contrary preserve the jobs of the managers but sink the organization.

The case study illustrated revealed Ross as being two sided; he can be identified with respect to both achievements and failure. His accreditation can be with respect to the decision that he made to lay off workers at higher management levels since this sustained the stability of the organization. This move helped him to safeguard the interest of the organization as opposed to that of few individuals at the top of the management team. He as a result succeeded in restoring the stability of the organization following the laying off strategy.

He however made a mistake and failed in his objective of protecting the workers when he resigned contrary to empowering them to fight for their rights. He ought to have looked for other avenues through which the workers could have been defended such as facilitating them to form a workers union to defend their job security.

Laura is similarly accredited for her influence towards the successful management by Ross as she worked on the background for his decision makings. Her mistake was her failure to influence either Ross or the company’s CEO on the need to make sacrifices for the welfare of the organization’s workers. She took more of a passive role in every aspect of decisions that were attributed to her. Owing to her influence over Ross in the management of the company’s subsidiary and her joint interest in the welfare of the organization’s ground workers, Laura should have even accompanied Ross to the company’s chief executive officer to help Ross in defending the welfare of the workers. Her passive approach can thus be seen as a possible reason for losing the battle.

Conclusion

The case study illustrated a conflict between the top management of a company and the company’s ground workers with Ross and Laura acting as the reconciliatory tools between the two parties. Though the two branch managers managed to establish some changes in management, their interest to protect the employees was cut short as they gave up on their efforts. The analysis of the case would have been more conclusive if the reasons for the executive’s demand for the layoff of the ground workers were availed all the same the top management ought to take into consideration the ground workers as their input is equally significant as theirs in the sustenance of an organization.

References

George, B. (2004). Authentic Leadership. The Talent Journey. Web.

Java, S. (n.d.). Transactional Management. Java Sun. Web.

Kirkeby, O. (2000). Management philosophy: a radical-normative perspective. Copenhagen, Denmark: Springer.

Simic, I. (1999). Transformational leadership- the key to successful management of transformational organizational changes. Facta Junis.

Thenmozhi, M. (n.d.). Management concepts. MADRAS. Web.

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