Organizational Behavior...anyone can help me out for this please, around 150 wor
ID: 360135 • Letter: O
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Organizational Behavior...anyone can help me out for this please, around 150 words for each question. Need it asap!!!
No Organization Chart and an 80 Blank-Pages Policy Manual Ask Michael E. Mark about his company's procedures for making a big capital investment, and he is likely to refer you to the Flextronics International Corporate Policy Manual. It has 80 pages-all of them blank. Although Marks is Flextronics' chairman and CEO, he says he sometimes lets subordinates such as Humphrey W. Porter, the head of Flextronics' European operations, do multi- million dollar acquisitions without showing him the paperwork. He disdains staff meetings at his San Jose (Calf.) headquarters, and he refuses to draw up an organization chart delineating his managers responsibilities One might think Marks' style is too casual for a growing conglomerate. This is a giant that owns dozens of factories scattered over four continents and has big contracts with some of the most demanding corporate customers on earth, from Cisco Systems Inc. to Siemens. In recent years it has acquired manufacturing plants, design firms, and component makers in the United States Europe and Asia. It also has landed huge manufacturing contracts with Motorola Inc. and Microsoft Corp As Marks sees it, the business of global contract manufacturing is all about speed. The time it takes to get a prototype into mass production and onto retail shelves across the globe can determine whether a leading-edge digital gadget succeeds or flops. And with the Internet and corporate makeovers rapidly reconfiguring entire industries, Marks thinks it's a bigger sin to miss important opportunities than to make a mistake or two. So he doesn't want to tie down his top managers with bureaucracy. One of Marks favorite dictums: "It's not the big who eat the small. It's the fast who eat the slow." So far Marks has managed to craft the right balance. A Harvard MBA who had run several small electronics makers, Marks helped engineer a takeover of Singapore domiciled Flextronics in 1993, when it was nearly bankrupt. After turning the company around, he began to rebuild. Flextronics became a favored supplier to companies like Cisco, 3Com, and Palm. Flextronics is poised to become the world's second-largest contract manufacturer, after Milpitas (Calif.) based Solectron Corp. Beside the industrial parks in Hungary, it also has huge manufacturing campuses in Mexico, China and Brazil The basketball hoop hanging in Marks' modest, somewhat disheveled office seems to sum up his self-image. Marks is a passionate player -even though he stands all of 5 ft. 2 in. Likewise, in the business world Marks seems determined to prove a point. One way or another, he's convinced he can retain the agile management style of a start-up, while making Flextronics a global enterprise that can play in the big leagues 1. Based on your reading of the case, describe the leadership process used by Michael Marks. Do you think he is successful because of or in spite of his leadership approach? 2. What leadership theories covered in the chapter would best support Marks? Give specific examples 3. How do you think Marks would do in another industry such as retail?Explanation / Answer
Michael marks was one of the most ethical leaders available for the flextronics. He was an ideal leader for an organisation to implement changes as well as creating a productive as well as efficient working environment for any organisation. By applying different strategies regarding the leadership, michael marks had successfully developed his own leadership style which is appreciated by each and everybody in the industry. By getting involved in the structure of his own organisation he has shown unethical way of creating an organisation and putting it to the development. He always possessed Agile leadership style and maintain the cultural diversity of its organisation by implementing multiple small stores as well as different strategies to become the biggest supplier for the biggest companies of the world.
Definitely Michael marks has been very successful by implementing this is specific leadership style in an organisation. Is leadership style provided support to the organisational structure and increase the overall level of profits generated by individual stores or change which will directly related to the contracting supply of the company.
Agile Theory of leadership would be the best leadership style which can describe michael marks leadership style. By having different cultures inside the organisation as well as creating an Agile team network which is efficient for creating ethical as well as more productive working environment for the organisation was the main focus of Michael marks. This is specific explanation of the leadership style can be seen in michael marks small store strategy which directly helped his organisation to grow readily and steady been in the market. My implementing strategies of creating speed products which can be delivered from the manufacturing unit to the customers table at very less time was one of the most influential part and fine example of agile theory used by michael marks.
Michael Marks would have been done great in the Retail Industry as well because this specific leadership style is all about getting involved with the people working for the organisation and creating an error converting organisation while maintaining balance between the jobs and workplace structure. By having cross cultural approach in the organisation, michael mark would have done great in the Retail Industry as well as the Agile type of leadership style work in most of the industries for creating a better ethical working environment while increasing the overall profit.
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