Within the Discussion Board area, write 400-600 words that respond to the following questions with your ideas, analysis, and comments supported with application of course learning materials. Be substantive and clear, and use examples to reinforce your ideas.
Note: All character and company names are fictional and are not intended to depict any actual person or business.
For assistance with your assignment, please use Beyond the Book, Web resources, and all course materials.
Read the UWEAR and PALEDE NIM scenariofound . You will first meet with the CEOs of each organization, Theresa Tramlin and Mike Miller, to help them understand their important leadership roles for the success of the merger.
After reviewing the course materials for this week, prepare your recommendations for them regarding their approaches to leading the merger. The merger is a significant change for both organizations; there is growing anxiety and uncertainty among the employees of both organizations. The goal is to complete the merger in a way that maintains employee performance and allegiance to the merged organization. Both CEOs were promoted from managerial positions, so one of your tasks is to help them understand how to distinguish the two roles.
Issues to address include, but are not limited to, the following:
Responses to Other Students: Respond to at least 2 of your fellow classmates with at least a 100-word reply about their Primary Task Response regarding items you found to be compelling and enlightening. To help you with your discussion, please consider the following questions:
UWEAR and PALEDENIM Merger Scenario Below. Link is above in the notes.
UWEAR and PALEDENIM[EC1]
Will this work? What do we do next?
Those were just two of the questions that weighed on Theresa Tramlin’s mind as she walked with Mike Miller to yet another meeting. The merger between UWEAR and PALEDENIM was underway, and things had become chaotic at the office during the past week as the management teams clashed over differing policies and procedures.
“I am glad that we decided to hire ALTAP Consulting for this project.” Theresa said as she joined Mike on the elevator, “Their experience will certainly be helpful as we try to move through this merger.”
Mike looked down, hesitated slightly, and then responded, “Yes…I think you’re right. I have some doubts about bringing in outsiders, but they might be able to offer a perspective that we lack. I just wonder what they can really offer since they don’t know our industry.”
“I can understand your hesitation, Mike, but I really think we’re making the best decision possible,” Theresa responded confidently as they exited the elevator and headed down the hall to the meeting. “The team has been under a lot of pressure the past couple of weeks trying to deal with this merger, and we need help. I don’t know if we can do it alone any longer.”
“Can you believe it?” asked Steve Maine as he barged into your office with a huge smile on his face. “We got the contract for the merger between UWEAR and PALEDENIM.” Excitedly smacking the contract on your desk, he said, “This is huge for our company and a big opportunity for you!”
You were just promoted to the strategic manager position after spending your first 2 years as a strategic analyst. You work at a management and leadership consulting firm that specializes in corporate management training and solutions.
Maybe this will be your first real project to manage.
“I want this project, Steve,” you stated emphatically. “I’m ready for it, and I won’t let you down.”
“What makes you think you’re ready for a challenge like this so soon?” Steve raised his left eyebrow, glancing uncertainly in your direction. “This is a pretty high-profile project, and all eyes will be on you. Do you really think you’re prepared for this?”
Right now is your opportunity to win the job.
“I’ve had experience with projects like this before with my previous company, Steve. Do you remember the merger project I mentioned that I was in charge of for the two petroleum companies?”
“All right,” he responds, “if you think you’re ready, then I’m willing to put it in your hands. Let’s go over the company briefs because you need to prepare for a meeting next week with the CEOs of UWEAR and PALEDENIM.”
New York City, NY
Number of Facilities
4 in the US
(1 manufacturing plant + 3 distribution centers)
Number of Employees
UWEAR is an upscale uniform supply company that has been in business for over 40 years. They design, manufacture, and supply uniforms for hotels, restaurants, resorts, and cruise lines from around the world. UWEAR is recognized worldwide as the leading supplier of elegant durable uniforms.
Number of Facilities
1 in the United States
(sales office and distribution center)
Number of Employees
PALEDENIM supplies low cost denim and coveralls to the trades industry and their main customer base is located in the Midwestern United States. They have been in business for only 5 years but are gaining market share rapidly due to their entry-level pricing structure. They do not manufacture any of their products.
After reviewing the company briefs, Steve began to discuss the merger. “The two companies have decided to combine their marketing, sales, strategic analysis, human resources, and leadership teams.”
This will be a challenging project.
“So, my primary responsibility is going to be solving problems and resolving conflicts within and between the companies,” you mention nonchalantly, as though this will be an easy task. “I will work with them and propose solutions that will benefit the merger and allow the companies to more easily transition through this period.”
“You seem to have a handle on what needs to be done for this project,” Steve nods as he heads out of your office. “I’ll be here to consult if you run into any issues.”
Unit 1 Discussion Board
Leadership and management are two different things, yet they go hand in hand. Management is more about planning and coordination. (Editorial Board, 2015) Leadership deals with inspiration and motivation. (Editorial Board, 2015) You don’t get one without the other. We are going to need your managerial skills to plan and coordinate the steps of this merger. Accomplishing the goals will require leadership. Management is about production and leadership is about people. There are 115 employees between these two companies that we have to lead into a new direction together. Leadership is the only way to get them on board.
There are many approaches to leadership, but only a few are best suited for completing our task at hand. We will have to remain flexible with our leadership style and adapt it to the situations at hand. There will be times when we will have to use an autocratic style of leadership. This is usually because of legal requirements. This prevents flexibility on some decisions. If we provide our employees with the reasoning behind the regulations, then the employees will be able to buy into the changes.
Ultimately the employees are the money making force behind our companies. Their labors are what produce the goods to make profits. That makes them the backbone of our business. We should hear what they have to say and give them a voice. This would be through affiliate and democratic leadership. These employees are doing the work day in and day out. They sometimes know better ways to make the processes more efficient.
Another role in leadership that will be extremely vital is transformational leadership. We are transforming our company and will have to continue to change to remain competitive. We have to inspire our employees to work for the best interest of their company. That’s right, it is their company too. If they have a vested interest in what the company is doing, then they will work harder and become loyal to a company that is loyal to them.
Based on research concerning gender in leadership roles, women tend to be more focused on production, results and people. (Kabacoff, 1998) Men tend to focus on vison, planning, and tasks. (Kabacoff, 1998) If you put those together, then you would almost have a total leadership package. This means that Theresa and Mike will complement each other in their leadership. They must find a way to drive toward a common goal together. In doing this, they must also inspire and motivate their employees to do the same.
I have had many different experiences with leadership. During my service in the Marine Corps, I manage the F/A-18 engine shop that built engines for the entire East coast. I had numerous employees and service members of various backgrounds working with me. Together we built a team atmosphere in which our customer was the most important. Our team had a desire to ensure that there were no delays in supplying engines to the fleet. During this leadership experience, I had to employ all forms of leadership styles varying from coercive to democratic and in between. This experience coupled with various other leadership experiences have helped to build a leadership toolbox that is full of tools. Even with all those tools, humility plays a big part in becoming a leader.
Second response needed:
Unit 1 Discussion Board
Uwear and Paledenim leaders Theresa Tramlin and Mike Miller are experiencing issues amongst their merging departments which require the assistance of a consulting firm. Many of the staff are under a lot of pressure and stress due to clashes over differing policies and procedures. To assist these two merging companies; it is important to first identify the difference between managing and leading. While both companies have managers or persons who “plan, organize, and coordinate” (Editorial Board, 2015, p. 5) within the organization to successfully meet the organizations goals; strong ethical leaders with good decision-making abilities will be needed to ensure a smooth transition occurs during the merging process.
The leadership approaches that I feel will be most effective in leading the merger are affiliate, coaching, and democratic leadership styles. Affiliate leaders “see the employees as the most important assets while they shape teams during the process” (Editorial Board, 2015, p. 11). I am a firm believer that happy employees are more productive employees. Because the merging of these two organizations has created an environment where the employees are under stress; it is important that leadership addresses the specific issues of the individuals and/or team to better assist in finding appropriate solutions to the various problems.
Coaching leaders “concentrate mainly in helping others achieve their personal growth in their job-related responsibilities to help accomplish their goals” (Editorial Board, 2015, p. 12). This style of leadership compliments the affiliate leadership style as it maintains the focus of ensuring the contentment of the subordinate. By helping the employee or team achieve their personal growth within the confines of their job-related responsibilities; leaders are further nurturing the employee by understand their motivations and assisting them in reaching their goals. This will in turn assist the organization in meeting its goals.
Democratic leaders “allow the team to have a say in the decision making by taking a vote on what decision and improvements need to be made” (Editorial Board, 2015, p. 12). The decision to merge two organizations is rarely, if ever, a decision that subordinates can weigh in on, however, at this stage it may be beneficial to the leaders of the two organizations to allow subordinates the opportunity to assist in decision making, especially in areas that directly affect those employees. By utilizing these three leadership skills; I believe that leadership will be able to address the issues within the feuding departments by creating an environment where those within the two organizations being merged together feel that they are supported and that their ideas are considered.
As a leader, I am most comfortable utilizing the democratic leadership style. I feel that it is beneficial to the organization to be transparent and open about the challenges being faced by the organization and allows all members of the organization the opportunity to join in the decision-making process. By utilizing this method, leaders are offered options that they may not have thought of on their own. I believe that it also allows subordinates to feel better connected to the organization and have a sense of ownership that will motivate them into making the best decisions for the company as a whole during and after the merger.
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