Lead and Manage
LEAD AND MANAGE PEOPLE
1. In this case study the owner Kim Jones uses Kurt Lewins s Laissez-faire leadership style, as she appointed Pierre Muller as a head chef and she just informed him that she is expecting him to improve the performance of the kitchen in whatever manner he thought appropriate. She has minimal involvement in decision making, leaving it to the stuff. She had not heard any complaints about Muller, so she assumed that everything was running satisfactorily. Sue Ward is worried, because the head chef’s offensive manners have negative effects on the other members on the staff. And she thinks that good staff relations are nor less important than the customer’s satisfaction.
Pierre Muller as a head chef is not a very good role model for the rest of the staff. He is not the one who people would like to follow, who could provide necessary advice, guidance, directions or encouragement.
2. The manager needs to be flexible, has to know which style to use at which time. In the study case Kim has just a little input, but under these kind of circumstances she needs to change the style and use the situational theory. She had to decide on the leadership style per task. Sue as well as Kim should better use situational theory, to solve the conflict between the staff more faster.
The steps in situational leadership which Sue could use: make an overview per employee of his/her task assess the employee on each task discuss the situation with the employee make a joint point follow-up, check and correct
Pierre uses theory X, as he is not worried about the other people working with him in the kitchen. Because of his style of working, it s not making that place pleasant to work at. And so the manager is worried that the work won t get done. To improve the situation he has to exercise selfdirection and selfcontrol.
3. For the management to be purposeful in their direction, they must use the correct style by being
1. In this case study the owner Kim Jones uses Kurt Lewins s Laissez-faire leadership style, as she appointed Pierre Muller as a head chef and she just informed him that she is expecting him to improve the performance of the kitchen in whatever manner he thought appropriate. She has minimal involvement in decision making, leaving it to the stuff. She had not heard any complaints about Muller, so she assumed that everything was running satisfactorily. Sue Ward is worried, because the head chef’s offensive manners have negative effects on the other members on the staff. And she thinks that good staff relations are nor less important than the customer’s satisfaction.
Pierre Muller as a head chef is not a very good role model for the rest of the staff. He is not the one who people would like to follow, who could provide necessary advice, guidance, directions or encouragement.
2. The manager needs to be flexible, has to know which style to use at which time. In the study case Kim has just a little input, but under these kind of circumstances she needs to change the style and use the situational theory. She had to decide on the leadership style per task. Sue as well as Kim should better use situational theory, to solve the conflict between the staff more faster.
The steps in situational leadership which Sue could use: make an overview per employee of his/her task assess the employee on each task discuss the situation with the employee make a joint point follow-up, check and correct
Pierre uses theory X, as he is not worried about the other people working with him in the kitchen. Because of his style of working, it s not making that place pleasant to work at. And so the manager is worried that the work won t get done. To improve the situation he has to exercise selfdirection and selfcontrol.
3. For the management to be purposeful in their direction, they must use the correct style by being