This is the case study on “Managing like a man at SilkQueen?” by Kate Hutchings of Queensland University of Technology. Here we are given a character named Sally Dawson who works for SilkQueen, which is an Australian company. She is a well skilled manager who has a huge experience for working successfully in Asia.
However, working in this company as a manager, she facing some problems, which lead her to take a decision whether she leaves the company or try to make some smart changes.
For this case study, we are using four questions. We answer all the four questions one by one respectively. In those, we try to figure out the problems faced by the employees and Sally, attitudes of the organization towards Sally, ways open for Sally. We also discuss about cross-cultural problems here.
We also include a bibliography at the end.
SilkQueen is an Australian Company. Its’ main product is fabrics. It produces high quality fabrics and sell those throughout the world. SilkQueens’ manufacturing plants are situated in Sydney as well as in several locations throughout Asia. This company started its’ business as a family-owned company in 1910 and it started its’ international operations in 1979. The workforce of SilkQueen always female-dominated but maximum times management has been male-dominated.
Sally Dawson has been working for SilkQueen for many years and most of the time she was expending her times working in Asia. It should be noted that she is quite successful in her career. Recently she has been posted to Australia and she is facing some problems with her employees. Although, the productivity is increased but the management is not quite satisfied with her work because the workers are neglected there.
In this case study, we have to find out the problems faced by the employees and Sally and the probable solutions for those problems. For this purpose, we are using four questions. They are as follows:
1)From the perspective of the employees, what problems they are facing? 2)What are the problems faced by Sally and what could the organization have done to address her problems? 3)What could Sally do to improve her leadership style?
4)Why Sally’s leadership style is questioned in Australia and accepted in Asia?
Now we are discussing the above questions with a view to analyzing the case study.
Because of globalization and workforce diversity, the nature of management in an organization has considerably changed over the years. Nowadays, management is not only about exercising reasonable power using directive leadership but also about building relationships with employees, adapting leadership styles depending on situations, and working together with people from various cultural backgrounds. To understand the management terrain in the various areas of organizational behavior mentioned above, the objective of this paper is to analyses the case study, ‘Managing like a man at SilkQueen?’ and provide insights on the problems encountered by Sally Dawson, the employees and the organization at SilkQueen. The paper will first focus on perception stereotyping and dominance effect to explain how the employees perceive the situation and Sally’s leadership. The problems faced by Sally will be next looked into to understand how the organization could have helped in various areas. Theories on improving leadership styles will be used to explain why Sally’s leadership approach is accepted in Asia but not in Australia.
Question One: From the perspective of the employees, what problems they are facing? To recognize the problems met by the employees of SilkQueen, an analysis of their perception of the former line manager Mr. Wong will be compulsory. This is because the assessment of Sally by employees is partly based on comparison with Wong. According to the employees’ perception, Wong is an effective leader who is consultative, caring and concerned about their well-being. He...