Case Study Initech Versus The Coffee Be
Case Study of Initech versus The Coffee Bean
Lan Thi Thu Truong
Bristol University
BUS 550: Leadership Theories and Concepts
October 8, 2014
Case Study of Initech versus The Coffee Bean
How Important Subordinates Are?
Each organization has one leader but many subordinates. Each department has one manager but many followers. It means that most job are done by subordinates, leader is the person give direction, strategic and keep thing on the right track. Subordinates do job in detail. They contribute to the success of company and also can destroy it even they work at low position. Learning about case Initech versus the Coffee Bean will let us know how leader affects performance of employees that how employees affect success of whole organization.
What is Peter’s Achievement Orientation?
Peter wants to be recognized and devote more for his job not just working hard enough for not being fired. He needs to know company’s goal and mission as well as reward and punishment policies for him to adjust his behavior because he doesn’t know so he doesn’t care and lack of attention to office policies and procedures.
Some of the Needs Not Being Met for Peter Gibbons at Initech
He has eight bosses, it is so confuse and scary. Every time he makes mistake all of them know and come to tell him about that. In that case just small mistake can become big mistake as each person has different aspect about this. The more people talk about the mistake the bigger it is and Peter become less trustable in job. In order to protect himself from dismissing he must try to focus on avoiding mistake, this will destroy every creation. If leader want to encourage innovation they must accept their employees’ mistakes.
Performance appraisal base on how busy staff looks. Is it ethical to pretend to be busy to get good performance appraisal? Employee pay much energy on showing how busy they look not what result they get, time by time they lose competency and become pretender. New
Lan Thi Thu Truong
Bristol University
BUS 550: Leadership Theories and Concepts
October 8, 2014
Case Study of Initech versus The Coffee Bean
How Important Subordinates Are?
Each organization has one leader but many subordinates. Each department has one manager but many followers. It means that most job are done by subordinates, leader is the person give direction, strategic and keep thing on the right track. Subordinates do job in detail. They contribute to the success of company and also can destroy it even they work at low position. Learning about case Initech versus the Coffee Bean will let us know how leader affects performance of employees that how employees affect success of whole organization.
What is Peter’s Achievement Orientation?
Peter wants to be recognized and devote more for his job not just working hard enough for not being fired. He needs to know company’s goal and mission as well as reward and punishment policies for him to adjust his behavior because he doesn’t know so he doesn’t care and lack of attention to office policies and procedures.
Some of the Needs Not Being Met for Peter Gibbons at Initech
He has eight bosses, it is so confuse and scary. Every time he makes mistake all of them know and come to tell him about that. In that case just small mistake can become big mistake as each person has different aspect about this. The more people talk about the mistake the bigger it is and Peter become less trustable in job. In order to protect himself from dismissing he must try to focus on avoiding mistake, this will destroy every creation. If leader want to encourage innovation they must accept their employees’ mistakes.
Performance appraisal base on how busy staff looks. Is it ethical to pretend to be busy to get good performance appraisal? Employee pay much energy on showing how busy they look not what result they get, time by time they lose competency and become pretender. New
References: Hughes, R, Ginnett, R, Curphy, G. (2015). What Do We Mean by Leadership. (8th Ed), Leadership: Enhancing the Lesson of Experience (pp. 378, 379, 341). New York, NY: McGraw-Hill Higher Education