Case Study Of DZL

Submitted By Ladyy-Thỏ Thỏ
Words: 4366
Pages: 18
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TABLE OF CONTENT
Table of Contents

CONTENT
INTRODUCTION
Mr. Hung, a project manager of DZL, has his vision for future growth of his organization. However, his subordinates seem disinterested and sometimes they against his efforts to change processes. Now, Mr. Hung wants to find out the way of effective leadership and management to affect employee’s motivation in the process of change. Besides, he also wants to have an objective assessment of the reward system.
This assignment will provide all the necessary information and the issues, which he concerns about. We believe that the information we provide will help Mr. Hung solve the problems encountering in his department.

Task 1 and 3
Mr. Hung has vision for future plan of his department. Then he handed out clear descriptions of each task for his subordinates with the expectation of high performing. Every member knows how their contribution can gain achievement for the final goals of NDP department as well as DZL Company. There is only one way of communication, which is the report directly to Mr. Hung. This leadership style has the same features as the authoritative leadership of Goleman. (Goleman, 2000).
In this case, all of Hung’s subordinates are highly qualified, they know what’s what about their fields so that the way of communication between Mr Hung and his employees seem to be ineffective because of little useful feedback and supportive. This way is vertical structure, which is very old model. When they are all highly skilled engineers, they can help each other and use the new structure, which is horizontal structure with a lot of team working and shorten the distance between leader and subordinates.

In Goleman (2000), it might be useful if Mr. Hung applies the affiliative leadership style based on the cementation among all members of the organization. The final goals are completed better with the involvement of all employees in term of sharing idea, supporting and inspiring. In NPD department, with 15 high quality staffs, Mr Hung could get useful idea for the mutual vision because this way brings not only higher delegation of authority but the valuable appreciate of contribution as well for subordinates. With encouragement and happiness, the expected results seem to be able to achieve. However, this style concerns more about the involvement of team members rather than the productivity of work, task completion and goals.
About the coaching leadership, everyone will have chance to find out his/her weakness and get through it with direction and support from leader. When applying this leadership style, Mr Hung can get closer to his team members and communicate his vision to them not just by telling them what to do but devotedly helping them with instruction and feedback. This way not only prevents them from getting bored or tired but also enhances their responsibility because of feeling better off themselves. One limitation of using this style is it takes too much time for managers to spend for developing each employee.

In the studies of Hersey and Blanchard (1969), the situational leadership demands volatile styles of leadership adapt to particular situation (Hoang, 2013). Leader focuses more on evaluating the ability of subordinates to apply the right leadership styles. This style might be useful because leader can easily lead his followers if he knows them well. In the situation of NDP department, Mr Hung uses the S1 style, which is high direct and low support. This leadership style is inefficient due to lack of support from Mr Hung. Mr Hung just gave them description of the jobs and expected the result. He forgets to help and instruct them. Moreover, his subordinates are all highly skilled so that it could be better with more support and less direction.

Blake and Mouton (1964) shows the grid, which is the combination of concern production and people. There are many different
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