Leadership and Lopez

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Table of Contents
Problem Identification…………………………………………………………………………...3

Situation Analysis………………………………………………………………………………..4

Recommendations………………………………………………………………………………..6

References………………………………………………………………………………………..8

Problem Identification
Analyzing the case study mGames prepared by Scott Hill (2002), several problems were identified as contributors to the issues the organization is going through. These consist of poor listening skills between the different levels of employees, lack of communication during important decision making endeavors, and ineffective group relationships. The differences in management’s personalities and leadership styles contribute to their poor listening skills. The leadership style that develops positive results is missing. As Goleman (2000) argues, “leaders who used styles that positively affected the climate had decidedly better financial results than those who did not” (Goleman, 2000, p. 4). Moreover according to Engleberg, & Wynn, (2010), “effective leaders engage in listening more than talking and asking more than telling” (p.189). Listening is described as the key communication activity that involves “...the ability to understand, analyze, respect, and appropriately respond…” (Engleberg & Wynn, 2010, p. 187). Jeffrey Lopez, newly appointed mGames President, practiced an open-door policy with the vice-president team but was confused why group meetings end in hostility. There is a need to create a work environment that is in alignment with the organizational goals and communication plan of mGames. The PMBOK guide suggests that communication skills should be applied to all staff. Employees learn several talents, become more accurate; listening actively and effectively, questioning, probing ideas and situations, educating to increase team’s knowledge, setting and managing expectations, persuading a person or organization, negotiating, resolving conflict, and summarizing, recapping, and identifying the next steps (PMBOK, 2008, p.245). Finally, managers failed to implement common goals and interdependent group relationship. As Engleberg (2010) points out, “Common goals guide actions, set standards for measuring success, provide a focus for resolving conflict and motivate members”. (Engleberg & Wynn, 2010, p. 7). The sales staff frequently blamed software developers for producing inferior games with weak “look and feel”, software developers, in turn, blamed the sales and marketing staff or ineffective research and for weak customer contact”. (Hill, 2002, p. 11). Situational Analysis

Being in a management position is one of the hardest tasks an individual can take on in their career. Every decision that a manager makes influences the direction of the organization and can have a major impact on the individuals involved. Lopez was put into a position where he had to decide whether he should participate in an organizational partnership or allow mGames to be sold to a prominent telecommunications company. Before Lopez can go into any decision making process, as the president and chief executive officer of mGames, it is his duty to figure out why his organization has not been about to be successful in such a promising and technology driven market. He knew that whichever direction he took the company, “mGames needs a plan that it can win with! Not only now, but for years to come” (Hill, 2002, p.2). Benson H. Marks- the founder, principal shareholder, and chairman of mGames, had many years of professional experience with Lopez. In fact, he personally recruited Lopez as a designated leader for the “newly created position of vice president of sales and marketing” (Hill, 2002, p.10). As Engleberg and Wynn (2010) point out, in a “well-established group,” designated leaders can require “a long and difficult period of adjustment for everyone” (p. 111). Oftentimes, a new leader within a company operates from position power over subordinates...
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