Role of the Leader

In the first assignment, students are given a scenario about Global Delivery Direct (GDD), a Norfolk, England medium-sized global delivery company that was started in 1968 by four college friends.  In this project, students will demonstrate an understanding of the broad role of a leader within an organization.

Outcome Met by Completing This Assignment

  • develop and implement methods for establishing a constructive organizational structure and culture that fosters positive employee and employer relationships
  • evaluate the culture and policies of an organization to recommend and implement improvements that support its vision, success, and sustainability
  • assess the interactions between the external environment and the organization to foster responsible and effective leadership and organizational practices

In Part One students will explain the executive leader’s role in creating an organizational structure and learn to distinguish the different organizational structures and how decision making plays a role in the organizational structure.  Students gain an understanding of the challenges related to organizational structure and organizational culture that a leader faces when merging two companies to create a competitive advantage.

In Part Two students have the opportunity to research the merger of two well-known companies with the goal of assessing what happens when two very different organizational cultures are joined as one.  Taking what is learned from the merger, students apply concepts and ideas to Global Delivery Direct (GDD).

Instructions

Step 1:  A Case study analysis can be broken down into the following steps (FICER):

  1. Facts – select the most important facts surrounding the case
  2. Issues – identify the most important issues in the case
  3. Courses of action – Specify alternative courses of action
  4. Evaluate – each course of action
  5. Recommend – the best course of action

    Write in THIRD PERSON.

Step 2:  Create a Word or Rich Text Format (RTF) document that is double-spaced, 12-point font.  The final product will be between 4-6 pages in length excluding the title page and reference page.

Step 3:  Review the grading rubric for the assignment.

Step 4:  In addition to providing an introduction, students will use headings following this format:

  • Title page with title, your name, the course, the instructor’s name;
  • Background;
  • Part One;
  • Part Two.

Step 5:  In writing a case study, the writing is in the third person.  What this means is that there are no words such as “I, me, my, we, or us” (first person writing), nor is there use of “you or your” (second person writing).  If uncertain how to write in the third person, view this link:  http://www.quickanddirtytips.com/education/grammar/first-second-and-third-person.  Also note that students are not to provide personal commentary.

Step 6:  In writing this assignment, students are expected to support the reasoning using in-text citations and a reference list.  If any material is used from a source document, it must be cited and referenced.  A reference within a reference list cannot exist without an associated in-text citation and vice versa.

Step 7:  In writing this assignment, students will use resources from the course material and no more than 4 external source documents. (Internal resources listed on last page before rubric) NOTE:  The expectation is that students provide a robust use of the course material.  Students may use external resources to address the research for FedEx and Kinko’s but other material should come from the course readings.

Step 8:  In completing the assignment, students are expected to use the facts from the case study paired with the weekly courses readings to develop the analysis.  The case study is not cited or referenced.

Step 9: In writing this assignment, students are expected to paraphrase and not use direct quotes.  Students are expected to paraphrase, which can be learned by reviewing this link:   https://writing.wisc.edu/Handbook/QPA_paraphrase2.html

Step 11:  Read and use the Global Delivery Direct (GDD) Company Profile.

Step 12:  Read critically and analyze the following scenario:

Part One

Scenario:

Andrew Rockfish is looking for a competitive edge in the North American market that will translate well to the other divisions.  After talking to the other directors, they have decided to focus on business only and stop their individual services.  While they will lose 10% of their sales, this change will allow the company to offer “boutique” services to its business customers, thereby increasing prices.  Catering to business only will also allow them to provide personal services that Fed Ex and UPS cannot offer.  It was decided that the initial roll out of this idea would start in the US where the most imminent threat from competition lies.  Rockfish was on board with this idea and began a campaign among the rest of the company to find ideas that would help to encourage the new ‘Business First” strategic plan.

In response, a sales manager from his mid-west sales team brought this idea from their brainstorming session for his consideration.  He proposed creating several mobile packing stores to bring customer service to business directly.  GDD would not just pick up and deliver but they would package as well. This model could be viewed as an UPS store on wheels.  The team got the idea from a local delivery service that started a similar business as a Mail Store on Wheels and it seemed to be doing well.  This company has five “Mail on Wheels” trucks and focuses on taking small business, not individuals away from the three local UPS and Kinko stores.  After a financial review of the company, Rockfish decided to buy the business.

The business was started by a young entrepreneur, Adrian Cheng, who ran the business with the philosophy that “customers always get the best of our time and service”.  Personal service, friendliness, and as much time as it takes to make the customer happy, was part of the mission statement.  Employees were casually dressed and had no deadlines except those given by the customer.  Cheng had about 45 employees and ran both day and evening shifts. He had one van which was on call twenty-four/seven. Cheng oversaw the whole operation with two assistant managers, one for the day shift and one for the evening.

Rockfish liked the idea that personnel had been trained in giving personal service and had a boutique attitude when it came to customers.  He thought it was a perfect fit as the new face of GDD. The merger of these two companies seemed ideal. He decided to buy the existing business, expand it and have the new personnel trained by the current personnel.

Part One: Below are a series of organizational structures that exemplify the potential structure that Rockfish will consider in putting the two companies together.

  • Explain the executive leader’s role in creating an organizational structure, the purpose of a structure, and why the leader, not the manager, is the best person to determine the organizational structure;
  • Identify each structure below and discuss the associated decision making flow and the advantages and disadvantages associated with the structure;
  • Select the structure from those below that best blends the two companies (GDD and Mail on Wheels) and explain why the type of structure best fits the purpose of the merger. Discussion should include the decision making flow, the alignment of people to the selected structure and how the two companies would interface to create a competitive advantage.

 

Model 1

 

Model 2

 

 

Model 3

Model 4

Model 5

 Model 6

 

Model 7

Model 8

 

Part Two

Scenario:

Part Two:  Rockfish knows that in addition to a possible new structure, he will have to revisit the company culture as well as that of the new business acquisition.  Anxious to avoid the problems of Fed Ex and Kinko, Rockfish decides to review their problems and the existing culture to determine just how to go about blending the cultures and structures together.

  • Research the Fed Ex and Kinko merger. Identify the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures.
  • Explain how the problems that Fed Ex and Kinko faced might parallel those for GDD’s merger. Be sure to include in the analysis the existing cultures at GDD and Mail on Wheels as well as how the structure relates to the culture.
  • Discuss how Rockfish can avoid the same mistakes as Fed Ex.

 

Step 13:  Create the introductory paragraph.  Within this paragraph, provide a brief overview of the scenario.  Then, provide a thesis statement and tell the reader the main topics covered in the paper.  The introductory paragraph is the first paragraph of the paper but is typically written after writing the body of the paper (Questions students responded to above).

Step 14:  Respond to the questions in Part One and Part Two following the format provided.  Be clear and concise in the writing and make sure the questions are comprehensively answered.

Internal Resources:

1.     Must Have Leadership Skills For The 21st Century: http://westsidetoastmasters.com/article_reference/must_have_leadership_skills_for_21st_century.html

2.       Building the 21st Century Leader: https://www.entrepreneur.com/article/173522

3.       What qualities do future leaders need to meet the challenges of the 21st century?:https://www.theguardian.com/sustainable-business/future-leaders-sustainability-21st-century

4.       5 Influential CEOs Weigh in What Makes a Good Leader: https://www.entrepreneur.com/article/225804

  1. What is leadership: https://www.mindtools.com/pages/article/newLDR_41.htm
  2. 7 Traits of Executive Presence, The Key to Winning People Over: http://www.businessinsider.com/the-7-traits-of-executive-presence-2013-9
  3. Top 10 skills needed for executive leadership: http://chiefexecutive.net/op-10-skills-needed-for-effective-leadership-bcl14/
  4. Manage or Lead? Do Both: http://www.forbes.com/sites/erikaandersen/2012/04/10/manage-or-lead-do-both/#2354a420373c
  5. Team Leader vs Supervisor Responsibilities: http://smallbusiness.chron.com/team-leader-vs-supervisor-responsibilities-35723.html
  6. The Leader’s Role in strategy: https://gbr.pepperdine.edu/2010/08/the-leaders-role-in-strategy/
  7. Global Trends in or Affecting Organizational Structures in the 21st Century: http://www.analytictech.com/mb021/trends2.htm
  8. The 5 Types of Organizational Structures: http://www.forbes.com/sites/jacobmorgan/2015/07/15/the-5-types-of-organizational-structures-part-4-flatarchies/#42f4f17b6249
  9. Four organizational structures unraveled: https://www.icas.com/ca-today-news/four-organisational-structures-unravelled
  10. 8 types of organizational structures: their advantages and disadvantages: http://www.yourarticlelibrary.com/organization/8-types-of-organisational-structures-their-advantages-and-disadvantages/22143/
  11. The pros and cons of 7 popular organizational structures (diagrams): http://blog.hubspot.com/marketing/team-structure-diagrams#sm.001g7p2os19uzfj6to91odphwm87k
  12. How to Create and Maintain a Healthy Organizational structure: http://smallbusiness.chron.com/create-maintain-healthy-organizational-structure-3831.html
  13. The 5 classic mistakes in organizational structure: or how to design your organization the right way: http://organizationalphysics.com/2012/01/09/the-5-classic-mistakes-in-organizational-structure-or-how-to-design-your-organization-the-right-way/

 

 

 

 

 

Rubric Name: Assignment #1

Criteria Outstanding Superior Good Substandard Failure
Content: Explains the Executive Leader’s Role in Creating an Organizational Structure, the Purpose of a Structure and Why the Leader is the Best Person to Determine the Structure 1.4 points
Demonstrates an exceptional,  thorough and insightful understanding of the key concepts, principles and theories in explaining the executive leader’s role in creating an organizational structure, the purpose of a structure and why the leader is the best person to determine the structure.

(1.26 – 1.4)

1.19 points
Demonstrates excellent understanding of the key concepts, principles and theories in explaining the executive leader’s role in creating an organizational structure, the purpose of a structure and why the leader is the best person to determine the structure.

(1.12 – 1.259)

1.05 points
Demonstrates satisfactory understanding of the key concepts, principles and theories in explaining the executive leader’s role in creating an organizational structure, the purpose of a structure and why the leader is the best person to determine the structure.

(0.98 – 1.119)

0.91 points
Demonstrates limited understanding of the key concepts, principles and theories in explaining the executive leader’s role in creating an organizational structure, the purpose of a structure and why the leader is the best person to determine the structure.

(0.84 – 0.979)

0 points
Failed to demonstrate understanding of the key concepts, principles and theories in explaining the executive leader’s role in creating an organizational structure, the purpose of a structure and why the leader is the best person to determine the structure.

(0)

Content: Identify Organizational Structure 1.4 points
Identifies all 8 organizational structures and provides an exceptional,  thorough and insightful discussion of the associated decision making flow and the advantages and disadvantages associated with the structure.

(1.26 – 1.4)

1.19 points
Identifies 6 – 7 organizational structures and provides a thorough and insightful discussion of the associated decision making flow and the advantages and disadvantages associated with the structure.

(1.12 – 1.259)

1.05 points
Identifies 4-5 organizational structures and provides a thorough and insightful understanding of the associated decision making flow and the advantages and disadvantages associated with the structure.

(0.98 – 1.119)

0.91 points
Identifies 1-3 organizational structures and provides a thorough and insightful discussion of the associated decision making flow and the advantages and disadvantages associated with the structure; identified 4-8 organizational structures without providing a discussion about the decision making flow and advantages/disadvantages associated with the structure.

(0.84 – 0.979)

0 points
Fails to identify organizations, decision making flow and the advantages and disadvantages associated with the structure.

(0)

Content: Organizational Structure of Blended Company 1.2 points
Demonstrates an exceptional ability to provide a thorough and insightful understanding of the key concepts, principles and theories in selecting the structure that best blends the two companies (GDD and Mail on Wheels) and explain why the type of structure best fits the purpose of the merger including the decision making flow, the alignment of people to the selected structure and how the two companies would interface to create a competitive advantage.

(1.08 – 1.20)

1.02 points
Demonstrates an excellent ability to provide a thorough and insightful understanding of the key concepts, principles and theories in selecting the structure that best blends the two companies (GDD and Mail on Wheels) and explain why the type of structure best fits the purpose of the merger including the decision making flow, the alignment of people to the selected structure and how the two companies would interface to create a competitive advantage.

(0.96 – 1.079)

0.9 points
Demonstrates a satisfactory ability to provide a thorough and insightful understanding of the key concepts, principles and theories in selecting the structure that best blends the two companies (GDD and Mail on Wheels); satisfactorily explains why the type of structure best fits the purpose of the merger including the decision making flow, the alignment of people to the selected structure and how the two companies would interface to create a competitive advantage.

(0.84 – 0.959)

0.78 points
Demonstrates a limited ability to provide a thorough and insightful understanding of the key concepts, principles and theories in selecting the structure that best blends the two companies (GDD and Mail on Wheels).  There is missing information in explaining why the type of structure best fits the purpose of the merger including the decision making flow, the alignment of people to the selected structure and how the two companies would interface to create a competitive advantage.

(0.72 – 0.839)

0 points
Fails to select the structure that best blends the two companies (GDD and Mail on Wheels), explain why the type of structure best fits the purpose of the merger including the decision making flow, the alignment of people to the selected structure and how the two companies would interface to create a competitive advantage

(0)

Content: FedEx and Kinko Research 1.4 points
Demonstrates an exceptional ability to provide a thorough and insightful discussion of the key concepts, principles and theories in researching and identifying the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures.

(1.26 – 1.40)

1.6065 points
1.19Demonstrates an excellent ability to provide a thorough and insightful discussion of the key concepts, principles and theories in researching and identifying the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures.

(1.12 – 1.259)

1.05 points
Demonstrates a satisfactory ability to discuss the key concepts, principles and theories in researching and identifying the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures.

(0.98 – 1.119)

0.91 points
Demonstrates a limited ability to discuss the key concepts, principles and theories in researching and identifying the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures; missing key elements/issues.

(0.84 – 0.979)

0 points
Fails to identify the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures.

(0)

Content: Paralleled Merger Issues 1.4 points
Demonstrates an exceptional ability to provide a thorough and insightful discussion of the key concepts, principles and theories in researching and identifying the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures.

(1.26 – 1.4)

1.19 points
Demonstrates an excellent ability to provide a thorough and insightful discussion of the key concepts, principles and theories in researching and identifying the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures.

(1.12 – 1.259)

1.05 points
Demonstrates a satisfactory ability to discuss the key concepts, principles and theories in researching and identifying the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures.

(0.98 – 1.119)

0.9 points
Demonstrates a limited ability to discuss the key concepts, principles and theories in researching and identifying the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures; missing key elements/issues.

(0.84 – 0.979)

0 points
Fails to identify the organizational cultures of the two companies and the problems that resulted from the attempt to blend the two cultures.

(0)

Content: How Rockfish Can Avoid Same Issues 1.2 points
Demonstrates an exceptional ability to provide a thorough and insightful discussion of the key concepts, principles and theories in discussing how Rockfish can avoid the same mistakes as FedEx.

(1.08 – 1.20)

1.02 points
Demonstrates an excellent ability to provide a thorough and insightful discussion of the key concepts, principles and theories in discussing how Rockfish can avoid the same mistakes as FedEx.

(0.96 – 1.079)

0.9 points
Demonstrates a satisfactory ability to provide a thorough and insightful discussion of the key concepts, principles and theories in discussing how Rockfish can avoid the same mistakes as FedEx.

(0.84 – 0.959)

0.78 points
Demonstrates a limited to provide a thorough and insightful discussion of the key concepts, principles and theories in discussing how Rockfish can avoid the same mistakes as FedEx.  Key points are missing.

(0.72 – 0.839)

0 points
Fails to discuss how Rockfish can avoid the same mistakes as FedEx.

(0)

Critical Thinking/Reasoning 4 points
Comments reflect a highly accomplished level of analysis, synthesis, evaluation and reasoning of the case material and case study facts resulting in accurate, thorough, and soundly reasoned conclusions.

(3.6 – 4.0)

3.4 points
Comments reflect an excellent level of analysis, synthesis, evaluation and reasoning of the case material and case study facts resulting in accurately reasoned conclusions.

(3.2 – 3.59 )

3 points
Comments reflect a satisfactory level of analysis, synthesis, evaluation and reasoning of the case material and case study facts resulting in partially correct conclusions that lack development or detail that demonstrates insight into reasoning.

(2.8 – 3.19)

2.6 points
Comments reflect an unsatisfactory level of analysis, synthesis, evaluation and reasoning of the case material and case study facts, resulting in conclusions that  are underdeveloped or lack soundly reasoned conclusions.

(2.4 – 2.79)

0 points
Comments reflect an unsatisfactory level of analysis, synthesis, evaluation and reasoning of the case material and case study facts, resulting in failure to draw little to no conclusions.

(0 – 2.39)

Application of Resources 3 points
Presents exceptionally well-supported arguments or positions with evidence from the readings/experience; ideas go beyond the course material and recognize implications and extensions of the material and concepts.

(2.7 – 3.0)

2.55 points
Presents excellent arguments or positions that are mostly supported by evidence from the readings and course content; ideas presented demonstrate understanding of the material and concepts.

(2.4 – 2.69 )

2.25 points
Satisfactory arguments or positions are presented but there is a mix of opinion or unclear view with supported arguments using course readings.  Case study facts are occasionally used but arguments would be much stronger with use of facts.

(2.1 – 2.39)

1.95 points
Arguments are frequently illogical and unsubstantiated; Limited use of facts in case study and essential information presented in course readings.

(1.8 – 2.09)

0 points
Arguments lack meaningful explanation or support of ideas.  Does not provide facts presented in case study.

(0 – 1.79)

Attention to Instructions 2 points
Demonstrates exceptional understanding of requirements responding completely to each aspect of assignment including minor aspects of the assignment such as using third person writing, required use of course readings, and assignment format.

(1.8 – 2.0)

1.7 points
Demonstrates excellent understanding of requirements; missed one minor aspect of assignment.

(1.6 – 1.79)

1.5 points
Demonstrates satisfactory understanding of requirements; missed a key element or two minor aspects of assignment.

(1.4 – 1.59)

1.3 points
Fails to show a firm understanding of requirements; missed two key elements or several minor aspects of assignment.

(1.2 – 1.39)

0 points
Fails to demonstrate understanding of assignment requirements.

(0 – 1.19)

Writing Mechanics 2 points
Strictly adheres to standard usage rules of written English, including but not limited to capitalization, punctuation, run-on sentences, missing or extra words, stylistic errors,  spelling and grammatical errors.  No errors found.  No contractions or jargon used.

(1.8 – 2.0)

1.7 points
Excellently adheres to standard usage of mechanics:  conventions of written English, including capitalization, punctuation, and spelling.  One to three errors found.

(1.6 – 1.79)

1.5 points
Satisfactorily adheres to standard usage rules of mechanics:  conventions of English, including capitalization, punctuation, and spelling.  Four to 10 errors found.

(1.4 – 1.59)

1.3 points
Minimally adheres to standard usage rules of mechanics:  conventions of written English, including capitalization, punctuation, and spelling.  More than 10 errors found.

(1.2 – 1.39)

0 points
Does not adhere to standard usage rules of mechanics:  conventions of written English largely incomprehensible; or errors are too plentiful to count.

(0 – 1.19)

APA Style (6th ed.) 1 point
No APA style or usage errors; Proper citation of source material is used throughout paper;  Reference titles follow APA with only the first word, the first word after a colon and proper nouns capitalized.

(0.9 – 1.0)

0.85 points
Attempts in-text citations and reference list but one or two APA style errors noted or fails to use APA citations when appropriate 1-2 times.

(0.8 – 0.89)

0.75 points
Attempts in-text citations and reference lists; APA style errors are noted throughout document; Fails to use APA citations when appropriate 3 times in document.

(0.7 – 0.79)

0.65 points
Attempts in-text citations and reference lists; Fails to use APA citation when appropriate 4-5 times; or presents only 1-2 in-text citations and reference list in a paper that requires APA citations throughout the document.

(0.6 – 0.69)

0 points
No attempt at APA style; or attempts either in-text citations or reference list but omits the other.

(0 – 0.59)

Overall Score Outstanding
18 or more
Superior
16 or more
Good
14 or more
Substandard
12 or more
Failure
0 or more