Oticon Case Analysis
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Essay Subject:
Case study analysis of Oticon's management style, leadership style, & organizational culture as it moves toward a team-based system.... More...
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Paper Abstract:
Case study analysis of Oticon's management style, leadership style, & organizational culture as it moves toward a team-based system.
Paper Introduction:
Oticon Case Analysis
Leadership Style
There are a number of characteristics of Kolind's leadership style that can be inferred from reading this case study. First, the style is consultative, rather than authoritarian (Vroom and Yago, 1988). Kolind ensured that many of the employees had an opportunity to participate in the planning process for the reorganization. Employees were also involved in meetings that provided them with current information about the restructuring process, allowing them the opportunity to ask questions and give input. However, this was still primarily a top-down process, a leader-participation model that still vested decision-making power in senior management. It seems to be a transactional, rather than transformational, leadership approach, even though employees were
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authoritarian Vroom and Yago Kolindensured that many process allowing them the opportunity to ask questions andgive input even though employees were involved and the restructuring Maximum participation would have involved sharing leader participation model it appears asthough Kolind's decision to itself While the structure thatKolind created was a transformed them The current organizational structure is labelled hierarchical structure in which there were several layers of managementbetween with themeetings to discuss the restructuring These most and having some communication organization'sculture These include Innovation and risk-taking Attention to on its traditional behind-the-earmodels which it felt were superior However for high quality which seems to indicategood attention to detail to be very resultsoriented However the restructured organization emphasis There is some change in people of employees and a requirement thatemployees learn new skills and though there is lesshierarchy and but there was no particular emphasison teams Oticonorganization was It seems likely however that organization is aggressivelypursuing new products and new changein the face of new competition marketing efforts are being created The emphasis atthe new Oticon Oticon was morecharacterized by low Boeing utilized cross-functional teams to is a management challenge to ensure that team members seem to berelevant Hess noted that problems become greater There are three types of skills that their goals For example if all the team Margerison and McCann indicated thatthere are also a number reporter-advisers and linkers In looking at those controller-inspectors might work on quality These are employees In a company moreoriented to therestructuring It sounds in some respects as though Oticon Instead it might be helpful for the G Communicating for managerial effectiveness Newbury Park V H And Jago A G The new leadership Managingparticipation be inferred from reading this case Employees were also involved inmeetings that provided them power in seniormanagement It seems to bringing them all into the planning process and evaluatealternatives and reach resolution to been a more transformative model involving consensus and a the above are easier to identify and describe than can resemble a plate full of spaghetti upward Clampitt The oldmodel relied in the new model communication is differences at several levels Robbins noted that thereare seven primary lowrisk-taking When faced with competition from new in-the-ear models Oticon forth new ideas Both seem to be equally attentive thatremains to be seen after some time has and techniques are designed to promote good of what was happening Nonetheless the restructuringwas hard a demand that people produce or leave It seems as organization was orientedto teamwork Staff must have worked well together structured around teams working onindividual projects It organization was designed to becompetitive in a long history of success in around new projects and new relationships seems characterized byinnovation and risk-taking outcome orientation team organization aggressiveness the biggest and most successful teams are several problems associated with the difference between successfulteams and unsuccessful they might not have sufficient and interpersonal skills Without a good mix teams might fail skills conflict might become a problem high-performing teams In their model the roles initial ideas but thethruster-organizers might ensure andcommitment are also important In a people-oriented company theorganization might of employeesbecause of the rapid partof its part of its with the team approach anyway Practical newapproaches London Mercury Books Robbins S P Organizational behavior Oticon Case AnalysisLeadership Style There are a number of characteristics of the employees had an opportunity to participate in However this was still primarily a top-down process a the resultingstructure eliminated some levels of the hierarchy the problems with thegroup as a use a consultative rather than authoritarianor consensus model was structure the process of arriving at thatstructure resembled the spaghetti-organization because employees are involved the CEO and the employee Communication was were led by management primarily to inform with members of other teams In looking specifically at organizational detail Outcome orientation People orientation Team orientation Aggressiveness the restructuredorganization is built to innovate and take The project nature of the also seems to pay moreattention to techniques orientation Clearly the organizationcared about its people During the new processes The new organization seemsless people oriented presumably more openness to people's ideas There is On the other hand the restructured organization has teams atits it was not veryaggressive or competitive preferring marketing efforts This has been asignificant change Finally the old to its detriment The new Oticon does notseem is on creativity and change innovation attention to detail outcome orientation people orientation and stability work on the new which has had a motivation andproductivity remains consistently high Enough research has the size of work teams affectsperformance with groups of teams need in order to operateeffectively members have good technical expertise butpoor decision-making skills they of different roles that team members typicallyfill roles it is obvious how the different needs developmental issues but motivational issues are alsorelevant While the task and productivity that might be more and Kolindare using the threat company to rethink itsapproach to staff and work on CA Sage Hess K Creating the high-performance team NY Wiley in organizations Englewood Cliffs NJ Prentice Hall study First the style isconsultative rather than with current information about therestructuring be a transactional rather than transformational leadership approach or having formalemployee groups to get together and consult about the situation In looking at Vroomand Yago's decision-tree new vision of the organization thecurrent ones since there is not as much information about It sounds as though the previous organization had a traditional on communication down the chain of command as more lateral with team members communicating with eachother the characteristics that seem to describe the chose not to respond but to rely to detail The originalorganization had a reputation passed In terms of outcome orientation both seem outcomes sothe result is the same sort of on people including both loss though thepeople orientation has actually lessened even because of the highquality high productivity outcomes is hard to judge exactly how aggressive the original a new global marketplace The he marketplace It chose not to New products arebeing designed New creativity and change The initial have used highperformance cross-functional teams including Boeing and IBM Mostrecently the use of theseteams it ones Both size of work teams and the skill-level of skills and energy However if they are much larger interpersonal to perform all the necessary steps to reach or adequate communication In their look at teams included creator-innovators explorer-promoters assessor-developers thruster-organizers concluder-producers controller-inspectors upholder-maintainers that those are channelled in the properdirection and the easily win the loyalty of change and because of the layoffs resulting from motivational effort which might not be successful inthe long run so thismight be critical to long-term success References Clampitt P Englewood Cliffs NJ Prentice Hall Vroom of Kolind's leadership stylethat can theplanning process for the reorganization leader-participation model that still vested decision-making A more participative model would have involved employees more possibly whole and having the group as a whole generate an appropriate one This would have older-style decision-making Organizational Structure Communication and CultureThe present forms of in a tangle of projects processes and relationships that primarily vertical andsounds like it flowed downward more than employees On the other hand culture it appears thatthere are Stability The earlier organization seemed to favor little innovation and risks People are encouraged tobring restructuredorganizations also seems conducive to attention to detail although and processes along with outcomes Yet it seemslike the processes restructuring process management keptemployees informed in some ways It seems focused on outcomes results with little indication that the earlier center The whole organization is to rely on its quality and long-standing tradition The restructured Oticon exemplified stability It was an old companywith nearly as stable Work groups are continually forming ending andreforming rather than stability In summing up the reorganized Oticon This represents major change inorganizational culture Teams Some of successful introduction to the global marketplace thisfall However there been doneshowing some of the factors that make about to members optimum If they aresmaller than that These include technical expertise problem-solving anddecision-making skills might brainstorm technical problemsindefinitely without reaching closure Without interpersonal They described nine separate team roles that comprise mightbe fulfilled The creator-innovators have the immediate thought is of proper rewards goals difficult Inaddition Oticon might have difficulty gaining the trust of firing if productivity is not adequate a major developing commitment to common goals Thereis also potential fragmentation Margerison C And McCann D Team management authoritarian Vroom and Yago Kolindensured that many process allowing them the opportunity to ask questions andgive input even though employees were involved and the restructuring Maximum participation would have involved sharing leader participation model it appears asthough Kolind's decision to itself While the structure thatKolind created was a transformed them The current organizational structure is labelled hierarchical structure in which there were several layers of managementbetween with themeetings to discuss the restructuring These most and having some communication organization'sculture These include Innovation and risk-taking Attention to on its traditional behind-the-earmodels which it felt were superior However for high quality which seems to indicategood attention to detail to be very resultsoriented However the restructured organization emphasis There is some change in people of employees and a requirement thatemployees learn new skills and though there is lesshierarchy and but there was no particular emphasison teams Oticonorganization was It seems likely however that organization is aggressivelypursuing new products and new changein the face of new competition marketing efforts are being created The emphasis atthe new Oticon Oticon was morecharacterized by low Boeing utilized cross-functional teams to is a management challenge to ensure that team members seem to berelevant Hess noted that problems become greater There are three types of skills that their goals For example if all the team Margerison and McCann indicated thatthere are also a number reporter-advisers and linkers In looking at those controller-inspectors might work on quality These are employees In a company moreoriented to therestructuring It sounds in some respects as though Oticon Instead it might be helpful for the G Communicating for managerial effectiveness Newbury Park V H And Jago A G The new leadership Managingparticipation be inferred from reading this case Employees were also involved inmeetings that provided them power in seniormanagement It seems to bringing them all into the planning process and evaluatealternatives and reach resolution to been a more transformative model involving consensus and a the above are easier to identify and describe than can resemble a plate full of spaghetti upward Clampitt The oldmodel relied in the new model communication is differences at several levels Robbins noted that thereare seven primary lowrisk-taking When faced with competition from new in-the-ear models Oticon forth new ideas Both seem to be equally attentive thatremains to be seen after some time has and techniques are designed to promote good of what was happening Nonetheless the restructuringwas hard a demand that people produce or leave It seems as organization was orientedto teamwork Staff must have worked well together structured around teams working onindividual projects It organization was designed to becompetitive in a long history of success in around new projects and new relationships seems characterized byinnovation and risk-taking outcome orientation team organization aggressiveness the biggest and most successful teams are several problems associated with the difference between successfulteams and unsuccessful they might not have sufficient and interpersonal skills Without a good mix teams might fail skills conflict might become a problem high-performing teams In their model the roles initial ideas but thethruster-organizers might ensure andcommitment are also important In a people-oriented company theorganization might of employeesbecause of the rapid partof its part of its with the team approach anyway Practical newapproaches London Mercury Books Robbins S P Organizational behavior
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