Consultancy Report on Social Architect and Leadership Challenges Executive

SOCIAL ARCHITECT AND LEADERSHIP CHALLENGES 12

ConsultancyReport on Social Architect and Leadership Challenges

ExecutiveSummary

Dunnhas presented a proposal to Deli’s proprietor, George, outlining amerger for the two businesses. Dunn underscores the notion thatDeli’s originality will not be in any way compromised by themerger. Deli has continued as a successful business for a long whileand as such, has enabled the Emporium to garner new customers. Dunnis well aware of George’s planned retirement and seeks to bring himonboard after retirement and ensure that Deli keeps its experiencedstaff. As such, Dunn intends to augment and further build the mergedbusiness under his leadership. Dunn’s Emporium faces leadershipchallenges in managing the business and challenges related to thesocial architect (brought by the merger and hiring of South Americanimmigrants) among employees. The resignation of George as themanager, suspicions among employees, and conflict among the employeeshas caused the leadership challenge. The merger between Dunn’sEmporium and Deli is aimed at expanding into new markets throughoffering a wide variety of products. The company also plans todevelop approaches through which the new employees will blend.

Dunn`sEmporium Experience Growth

Background

Thisreport endeavors to look at the concrete problems facing the firm andprovide recommendations to address these challenges. The consultancyreport will look at the way the firm can accomplish its expansionstrategic approach more successfully by utilizing the available humanresource. Furthermore, the report will provide recommendations on themanner through which the managers should tackle the leadership andsocial architect challenges facing the firm. Joseph Dunn has made hisintention known concerning the furtherexpansion of the Emporium and has articulated considerable interestin the Deli. He has presented a proposal, which forecasts hisexpectations regarding the Emporium, and Deli merged as a single firm(Fuller &amp Green, 2005). This proposal will present intricatedetails concerning client’s profile (A), define the objectives ofDunn (B), provide a consultancy observation (C) and recommendations(D), and finally provide a summary of conclusions and recommendations(E) based on the findings from the business observations. Sharing thecontents of the proposal with the Deli’s proprietor aims atensuring that the entire process is a transparent process that alsooffers George the opportunity to share insights concerning the Deli’senvisaged future.

A:Dunn’s Profile

Dunnis,in essence,a social architect by reason that he has designed a novelorganizational structure aimed at appraising the effectiveness andefficient of the two firms combined under a single leader (Fuller &ampGreen, 2005). As such, Dunn fully grasps the fact that theorganizational structures of the Deli and Emporium are aligned in acomprehensive manner to enable the merger results in a firm thatsubscribes to a mutual objective. Being a social architect, Dunn aimsat meeting the mutual objective, which is to realize business growthby attracting fresh customers while maintaining high customer loyaltyfrom existing ones (Pophal, n.d).

TheEmporium’s proprietor is innately inclined to enhance customerbenefits when the two firms merge and operate under Dunn’sleadership. The two firms have over the years served to attract eachother’s customers as if they already operated asoneentity. The proposed organizational structure is not concerned withone firm fully absorbing the other but for the two to function as ajoined firm. His aims at hiring the professional expertise of aqualified consultant ensure a fitting manager takes over George’srole for a smooth transition (Fuller &amp Green, 2005). This is animportant aspect of the proposal founded on the presumption thatGeorge’s agreement with the merger will ensure his continuedsupport.

B:Dunn’s objectives

Dunn’sobjective concerning the two firms operating under his leadershipaims at continued business development as the Deli and Emporium growtogether as one entity (Bowser, n.d.). This will be guaranteed as thefirmscontinually maintain loyal clientele while expanding operations tofurther increase new customers for the Emporium and Deli (Fuller &ampGreen, 2005). The vision statement will incorporate George’slong-term objectives for the Deli as well as Dunn’s long-term goalsfor his Emporium. This is founded on the fact that the Deli has beenoperation as a successful entity for a long time and as such,remaining true to its current leader’s organizational visiontowards ensuring a bright future of the joint venture. Adhering tothe original visions of the two firms will ensure that the long-termvision of the joint venture will proactively incorporate innovationsand technological advances envisaged (Bowser, n.d.). The merger willenable for greater market funding and allow both firms to benefitsymbiotically from a combined customer base.

Inthe long-term, the management plans to initiate a variety ofinnovative approaches most notably the merger with Deli that willhelp the firm extend to other markets and offer new products. Forexample, John ha plans to expand the ice cream business. The newsoftware to monitor sales, staff hoursand payroll will help in gathering information and structuring theorganization’s strategy while addressing language barrier andcultivating approaches to help the immigrants blend effectively willsupport the firm’s expansion strategies. The primary goal is toexpand the business to new markets,especially through the merger while secondary objectives includechanging the organizational structure, vision, and culture.

C:Consultant’s observations

Socialarchitect

Lookingat the social architect challenges of the business, it is imperativeto notethat a noticeable misunderstanding exists among some employees. Fromthe onset, it is apparent that some workers are not pleased workingin the merger together while others are wary of each other because ofconflict of interest. For instance, some workers are not pleased withJohn pointing to his limited experience in management while Deli’schef is not pleased with John as he feels that John will rival him inhis plans to advance changes in the ice cream business. These socialarchitects have the capacity of intensifying conflicts amongemployees thus, the management needs to develop guidelines to ensurethe inhibition of these conflicts. A number of important factors inthe development of an ideal organizational structure have to beconsidered. These factors include overall decision-making authority,management levels, customer expectations, departmental units andincorporation of novel technologies. Dunn seeks to have a functionalstructure that is in complete alignment with the joint company’svision statement. This implies that the Deli’s organizationalstructure will remain unchanged towards maintaining its integrity(Fuller &amp Green, 2005). Incremental changes will,however, be incorporated in future in line with technologicaldevelopments, changing customer preferences and business growth(Analytic Technologies, n.d.).

Leadershipchallenges

Themanagement has failed to display effective and desired leadershipskills, which can help in addressing the existing challenges. Thegrowing frustration and the conflicts among employees are areflection of the failed leadership style employed in the firm. Thegrowing discontent and jealousy among employees meanthat the management has failed to successfully involve them in thedecision-making process. This shows a leadership gap and given theshallow level of employee engagement experienced in the firmespecially the failure to provide adequate induction to the newemployees, the firm needs to advance an effective leadership style.George fails to embrace innovation in his administration approach,which means that the business fails to compete effectively in themarket. Developing an effective labor force through effectualleadership approach are primary to the merger thus, the managementneeds to focus on expansion and merger. Carmeli, Meitar, and Weisberg(2006) and Fuller and Green (2005) point out that innovation isfundamental to the expansion of any firm hence, the need for themanagement to realize the importance of innovation and utilize it toexpand and introduce new and quality products.

D:Consultant’s recommendations

Socialarchitect

Themanagement needs to address the social challenges present in thebusiness immediately. Some employees are not pleased with the mergerhence, the management should communicate effectively on the need ofthe merger to the employees and allow them to engage inthe all the desired changes. Furthermore, the management shouldaddress the conflict among the two management teams by providingunambiguous directives and job descriptions to both teams. Asillustrated, John is arrogant and too confident and bearing in mindthat most employees are not pleased with him, the management shouldconsider offering training and human development especially onleadership skills. It is clear that there are no plans to transformthe current organizational structures for the two companies, but newpositions should be incorporated as the two firms look to hire moreemployees under Dunn’s leadership. Transformations may benecessitated during the low and high seasons. More so, it is criticalto point out that the two senior managers will be required tomanifest no favoritism and as such each will have equal authority asthe other (Pophal, n.d.). This means that the management shoulddevelop approaches to motivate all employees and address theirconcerns in entirety.

Leadershipchallenges

Themanagement should employ a charismatic and servant leadership styleto ensure motivation of employees and resolution of the existingconflicts. This means that the management should be democratic andconsiderate in the way it develops approaches and deal withemployees. Most employees are discontented or engaged in some sort ofconflicts thus, it is the duty of the management to ensure that itinvolves employees in the decision-making process. Involving theemployees will make them feel like they are part of the firm, whichwill motivate them ultimately increasing employment engagement andproductivity. Furthermore, the management should advance approachesto include innovation as part of its strategic approach. Thecontemporary business environment has become competitive and dynamicand for a company to succeed, it must be innovative and willing toinclude technology systems in all departments.

Giventhat Deli has been in operation for a considerably long duration, itmay project an organizational culture that is profoundly differentfrom the organizational culture at the Emporium (AnalyticTechnologies, n.d.). Dunn proposes that the two firms merge whileadopting an open organizational culture in an effort to ensure thateach operates within the limits of respective cultures. As a leader,Dunn simply envisions establishing a novel organizational culture forthe joint company that ensures all staff from the Deli and Emporiumunderstand and embrace working as a cohesive unit. As such, theorganizational culture should look to ensure staffs from the parentfirms feel part of the novel establishment, have job security, andoperate as an interconnected team (Babich, 2013). More so, theorganizational culture should seek to enable for informal andinformal avenues for communication in an effort to appraise welfareand by extension, improve on the joint firm’s short-termand long-term prospects.

Figure1

Theproposed organizational culture

JointVenture’s Leader (Dunn)

Deli’s General Manager (George)

Emporium’s General Manager (To be recruited)

Supervisor

Supervisor

Day Shift Supervisor

Night Shift Supervisor (Esteban Enrique)

Manager (Joel Levitz)

Manager

E:Summary

of conclusion

Dunnhas a wonderful vision for the future of the two firms. The Deli hasin the past and presently benefited from its close proximity to theEmporium. Some of the Deli’s customers learn about the servicesoffered at the Emporium and some opt to subscribe to them. The Delibenefits similarly from the Deli. Deli has a very young manager whilethe Emporium is looking to implement technological upgrades for itsHR department. The merger of the two may pose challenges, which areexpected but with George on board, Dunn can proceed on andeffectively reliesonshorttermand long-term successes.

of recommendations

Themanagement needs to prioritize the numerous objectives such asexpansion and innovation. This means that the management shouldaddress the employee issue by communicating all the necessaryinformation and engaging the employees. The management should advancea charismatic, democratic, and servant related leadership, monitorJohn’s behavior, and develop guidelines and approaches on trainingand human development. The core reason for opting to hire George asthe Deli’s lead manager is towards ensuring there is a seamlessintegration of operations (Cherry, 2016). George has nurtured anorganizational culture that all his employees are comfortable withand is best suited to enabling stafftounderstandthe expanded organizational culture (Babich, 2013). As such, hisinputs will be highly critical to the establishment of a neworganizational culture for the jointventure. Dunn is an effective and visionary leader who aims atjoining the Deli and Emporium towards meeting the diverse needs ofcurrent and novel customers as the businesses seek to benefit fromeach other and grow in unison. As the joint venture’s leader, Dunnwill play the ultimate role of a transitional leader (Cherry, 2016).Dunn is fully aware of the fact that George’s input in thetransition from two single entities into a joint venture will becritical for short-termand long-term successes.

References

AnalyticTechnologies. (n.d.). Globaltrends in or affecting: Organizational structures in the 21stCentury.Retrieved 21 July 2016, fromhttp://www.analytictech.com/mb021/trends2.htm

Babich,E. (2013). Howto inspire your employees to make them more engaged.Retrieved 21 July 2016, fromhttp://www.bizjournals.com/bizjournals/how-to/human-resources/2013/04/how-to-inspire-your-employees-to-make.html?page=all

Bowser,J. (n.d.). 8traits of successful entrepreneurs–Do you have what it takes?Retrieved 21 July 2016, fromhttp://www.mbda.gov/print/blogger/starting-business/8-traits-successful-entrepreneurs-do-you-have-what-it-takes

Carmeli,A., Meitar, R., &amp Weisberg, J. (2006). Self-leadership skills andinnovative behavior at work.&nbspInternationalJournal of Manpower,&nbsp27(1),75-90.

Cherry,K. (2016). Whatis emotional intelligence?Retrieved 21 July 2016, fromhttps://www.verywell.com/what-is-emotional-intelligence-2795423

Fuller,J. N. &amp Green, J. C. (2005). The Leader’s Role in Strategy.GraziadioBusiness Review 8(2). Retrieved 21 July 2016, fromhttps://gbr.pepperdine.edu/2010/08/the-leaders-role-in-strategy/

Pophal,L. (n.d.). Musthave leadership skills for the 21st Century.Retrieved 21 July 2016, fromhttp://westsidetoastmasters.com/article_reference/must_have_leadership_skills_for_21st_century.html

Tharp,B. M. (2009). Four organizational culture types. Harworth.Retrieved 21 July 2016, fromhttp://www.canfieldco.com/uploads/Four_Organizational_Culture_Types.pdf