Woolworth Management Concept
Problems with a certain management style
Table of Contents
1.0 Introduction 2
2.0 The problems which may result from the management style used 2
3.0 Ideal managerial style for Woolworths – The Company culture 3
3.1 Comparing company managerial styles used, to best suite staff 4
4.0 Recommendations to Roger Corbett’s managerial style 5
5.0 Conclusion 5 1.0 Introduction
This report will analyse a management problem in the case study “The Woolworths’ Management success story” (3) and will identify problems with the previous CEO of the company, Roger Corbett’s management style.
This report will argue that the management style used by Roger Corbett during his presences as CEO of Woolworths, may have being extremely successful in terms of growth and profit of the company but among his closest colleagues and front-line staff, his autocratic, uncompromising and conservative management style (3) may have resulted in staff being unmotivated and performing under levels of expectations set out by him.
This report will discuss possible solutions to the problem and will talk about the ideal managerial style for any company in today’s world. It may compare Roger Corbett’s management style to his successor Mike Luscombe (current CEO of Woolworths)(3) to help identify the problems and solutions.
2.0 The problems which may result from the management style used
The Autocratic style used by Roger Corbett is referred to as the classical management style. This management style is one of the oldest styles used by leaders and managers, in which they make all the decisions and retain all power and is referred to as a one way communication system(7). Autocratic leaders are known to negatively motivate employees through fear, using front line managers merely to instruct and monitor staff of decisions made by the CEO, leading to resentment, no responsibility or accountability and a lack of experienced middle management.
Problems with this management style are:
Firstly, within this
Table of Contents
1.0 Introduction 2
2.0 The problems which may result from the management style used 2
3.0 Ideal managerial style for Woolworths – The Company culture 3
3.1 Comparing company managerial styles used, to best suite staff 4
4.0 Recommendations to Roger Corbett’s managerial style 5
5.0 Conclusion 5 1.0 Introduction
This report will analyse a management problem in the case study “The Woolworths’ Management success story” (3) and will identify problems with the previous CEO of the company, Roger Corbett’s management style.
This report will argue that the management style used by Roger Corbett during his presences as CEO of Woolworths, may have being extremely successful in terms of growth and profit of the company but among his closest colleagues and front-line staff, his autocratic, uncompromising and conservative management style (3) may have resulted in staff being unmotivated and performing under levels of expectations set out by him.
This report will discuss possible solutions to the problem and will talk about the ideal managerial style for any company in today’s world. It may compare Roger Corbett’s management style to his successor Mike Luscombe (current CEO of Woolworths)(3) to help identify the problems and solutions.
2.0 The problems which may result from the management style used
The Autocratic style used by Roger Corbett is referred to as the classical management style. This management style is one of the oldest styles used by leaders and managers, in which they make all the decisions and retain all power and is referred to as a one way communication system(7). Autocratic leaders are known to negatively motivate employees through fear, using front line managers merely to instruct and monitor staff of decisions made by the CEO, leading to resentment, no responsibility or accountability and a lack of experienced middle management.
Problems with this management style are:
Firstly, within this
Links: 5. Evert Van de Vliert. 2006, Journal of Cross-Cultural Psychology, Vol. 37, No. 1, pp 42-59 6. James Greenhalgh.18 Apr 07, Woollies against the world – Part 2: Markets, Brand and Culture, Issue 222 9. Low Sui Pheng, 2001. Journal of Managerial Psychology Vol 16, no 2 pp 127-141 10. Management Science Vol.39,No 11, Nov 1993 11. Mintzberg. H. 1973, the Nature of Managerial Work, Harper & Row , New York 12. Mitch McCrimmon.Aug 6, 2007,How command and control is giving away to thought leadership 13. Morgan G. 1988, Riding the Waves of Change: Developing Managerial Competencies for a Turbulent World, Jossey-Bass, San Francisco 14. Robert J Baum