Summary of the Case
The growth of BS&D encouraged the three partners to hire a general manager of operations. This move was undertaken because the partners had been forced to solve various managerial issues and problems. The agency also hired a web designer, two salespeople, a graphic artist, a human resource (HR) manager, and a competent social-media specialist. The agency has been operating in a profitable market segment.
The company continues to deliver quality services to its customers. However, Brad Howser presented ineffective managerial practices thus affecting the welfare of the agency’s employees. He also began to make all purchases. Howser used his past experiences to motivate the targeted workers. These malpractices discouraged the employees and eventually made them less productive (Bateman & Snell, 2015).
Despite his vigorous approach to his managerial position, Howser failed to interact with the HR manager in order to address the needs of different employees. The workers became unhappy with his leadership strategies. Such malpractices increased the level of staff turnover at the agency.
The Underlying Issue
The use of ineffective leadership style by Brad Howser has reduced the level of motivation and performance of the employees. As a result, the employees have decided to look for new jobs elsewhere in order to achieve their potentials (Bateman & Snell, 2015).
Sources of the Underlying Issue
The absence of effective leadership has affected the performance of this small agency. Brad Howser has been autocratic thus affecting the contributions of different followers. Howser was always been assertive and outspoken. He also made every decision without considering the changing needs of different employees. His unyielding nature forced some of the employees to quit their jobs.
Howser’s strategy to promote team spirit failed to produce the targeted results. This was the case because he only focused on his past achievements and thoughts.
This malpractice discouraged most of the workers from sharing their ideas and concerns (Bateman & Snell, 2015). Howser’s autocratic approach has made it impossible for the employees to achieve their potentials. The malpractice has affected BS&D’s organizational culture.
Brad Howser also exhibited a wide range of leadership misbehaviors as the new general manager of operations. The case indicates that Howser was always assertive. He made it impossible for the employees to share their ideas, concepts, and experiences. The case study also shows clearly that Howser was a poor communicator. He failed to listen and encourage his subordinates.
The new manager did not embrace the ideas and suggestions presented by his followers (Bateman & Snell, 2015). Howser failed to consider the needs of the company’s graphic artist. Howser was also autocratic thus failing to collaborate with the HR manager. It is notable that the manager made most of the proposals, decisions, and ideas. Howser discouraged his workers from presenting their ideas and decisions.
That being the case, the workers should be empowered using the best leadership strategies. They should also be allowed to present their concerns and grievances. The leaders should collaborate with the workers in order to produce the best decisions.
This strategy can address the issues raised by the followers and eventually make the agency successful (Bateman & Snell, 2015). Howser should not be allowed to make every decision in the agency. The partners and the employees should be consulted frequently in order to design the best organizational culture.
Actions and Recommendations to Resolve the Issue
The current general manager should be ready to embrace the power of democratic leadership. This leadership approach will empower more individuals and encourage them to focus on the best outcomes. This kind of leadership is effective because the manager finds it easier to solicit inputs and ideas from the different subordinates (Bateman & Snell, 2015).
BS&D’s business strategy does not require rigid working conditions or hours. A democratic leader will examine the needs of different customers. The leader will also empower his or her employees in order to achieve the best results. This kind of leadership strategy will address the employees’ problems in a professional manner. The leader will also motivate, listen, encourage, and empower every worker (Bateman & Snell, 2015).
A democratic manager will ensure the company’s working hours are flexible. The strategy can also encourage the graphic artist and other salespeople to promote the best outcomes. Such a leader can also delegate various duties. This leadership approach has the potential to improve the level of collaboration and cohesion. The general manager of operations should focus on the best practices in order to address the current problem.
The three partners should also be involved in the implementation process. They will identify the best programs that can promote the concept of team spirit. The human resource (HR) manager should also be involved in the implementation process (Bateman & Snell, 2015).
The agency’s employees should be included in every decision-making process. The owners of the business should also be allowed to interact with different employees. These strategies will empower the workers and eventually make BS&D successful.
Reference
Bateman, T., & Snell, S. (2015). Management: Leading and Collaborating in a Competitive World. New York, NY: McGraw-Hill Education.