People are real assets of an organization. If treated well, they can take organizations to commanding heights. Consolidated Life is a prestigious insurance company. Every company has its own culture within the organizations; the same applies to Consolidated Life. The old culture in the Policy Issue Department at Consolidated Life was loose, flexible, people – oriented management style whilst the new culture was strict and task – oriented. In the case study, it analyzed the issues that Jack Greely (the new divisional senior vice president) had confronted such as culture, leadership, Supervisors’ Forum and morale of supervisory staff. This case study is further concluded up with the appropriate recommendations on how Jack should have handled the issues from a cultural perspective. The topics to be addressed were communications, leadership style, culture and attitude. An organization can gain a competitive advantage by developing its people effectively, outline on their capability and to meet clearly defined objectives.
ISSUES THAT JACK CONFRONTED
Jack Greely was the new divisional vice president in the Policy Issue Department at Consolidated Life. Before his arrival at Consolidated Life, the culture was loose, flexible and people – oriented management style. According to Schein (in Kinicki and Kreitner 2009), organizational culture is the set of shared, taken – for – granted implicit assumptions that group holds and that determines how it perceives, thinks about and reacts to its various environments. In the case study, the old culture under the leadership of Rick Belkner was laissez – faire. Rick allowed his supervisors a free hand to run their units as they saw fit and Mike used this latitude to implement group meetings and training classes in his unit (case study, p.16). According to Robbins et al. (2008, p. 577) people orientation is the degree to which management make decisions and take into consideration the effect of outcomes on... [continues]
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