What would business organizations such as Kraft Foods gain from observing Orpheus in action?
This case study explains how Orpheus has succeeded as an orchestra. The orchestra portrays some of the best organizational practices such as proper leadership, mentorship, decision-making, and problem-solving. The approach has made the orchestra successful. Every business organization can benefit from these practices. A leading corporation such as Kraft Foods can gain new ideas from observing the orchestra in action. Orpheus portrays the best practices such as collaboration, motivation, and creativity. Every member of the orchestra is always motivated and satisfied.
This practice has created “a sense of consensus building” (Ivancevich, Konopaske, & Mattson, 2012, p. 467). These musicians can make appropriate decisions within a short period. Leadership is a shared practice at this orchestra. This practice results in better decision-making. The practice is also sustainable. The orchestra satisfies the needs of every member. This explains why the orchestra has always realized its goals. Every member of the orchestra “can suggest resolutions, make appropriate decisions, and moderate every debate” (Ivancevich, Konopaske, & Mattson, 2012, p. 467). This practice promotes the best aspects of leadership. The organizational practices portrayed in this case are applicable in every business. Every company such as Kraft Foods can gain new ideas and practices from this orchestra. The best thing is to apply these practices to achieve every business objective.
Orpheus rotates the concertmaster position among core-group members. What is the logic of rotating the leader?
This study also explains why Orpheus rotates the position of the concertmaster. The purpose of rotating the leader is to promote the best organizational practices. This practice also promotes teamwork and motivation. Every person can become a leader. This process improves the level of cooperation and participation. The practice also ensures the orchestra makes faster decisions (O’Neil & Drillings, 2012). Every core-member can also become a concertmaster. The concertmaster is very influential. Every orchestra member respects the ideas and decisions made by the concertmaster. The concertmaster ensures the orchestra is on the right path towards better performance. The other logic behind this practice is to smoothen the decision-making process. This approach explains why every member can develop the best leadership skills. The individuals are also supportive. This strategy has helped every concertmaster to develop the best skills. Every concertmaster has also become a musical expert. The practice applies to any business organization (O’Neil & Drillings, 2012). This explains why the members of Orpheus speak the same language. The orchestra uses this method to attain its goals.
What are some of the substitutes for permanent leadership that exist within Orpheus?
The leadership strategy within Orpheus Orchestra is permanent. The orchestra uses rotating leaders to mentor and motivates its members. This strategy has made the orchestra successful. The orchestra has also won many contracts. Every member has also discovered new strengths and skills. This permanent leadership encourages every member to be part of the orchestra. The members have always improved their listening skills. However, some new leadership strategies can make the orchestra successful. “Charismatic or transformational leadership can mentor and empower every member of the orchestra “(Zhou & George, 2003, p. 462). The concertmaster can also use team leadership. This practice will ensure every member is satisfied with the orchestra’s functions (Gilley, Jerry, & McMillan, 2009). The orchestra can also combine these leadership strategies to achieve its goals. Teamwork and team leadership ensure every member is satisfied with his or her job (Northouse, 2009). This case presents some of the best leadership practices and strategies. The orchestra should use such practices to succeed.
Reference List
DeRue, S., Barnes, C., & Morgeson, F. (2010). Understanding the Motivational Contingencies of Team Leadership. Small Group Research, 41(5), 621-651.
Gilley, A., Jerry, G., & McMillan, H. (2009). Organizational Change: Motivation, Communication, and Leadership Effectiveness. Performance Improvement Quarterly, 21(4), 75–94.
Ivancevich, J., Konopaske, R., & Mattson, M. (2012). Organizational Behavior and Management. New York: McGraw Hill.
Northouse, P. (2009). Leadership: Theory and Practice. New York: John Wiley and Sons.
O’Neil, H., & Drillings, M. (2012). Motivation: Theory and Research. New York: Rutledge.
Zhou, J., & George, M. (2003). Awakening employee creativity: The role of leader emotional intelligence. Leadership Quarterly, 14(1), 545-568.