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Susan De Passe Case Study

Autor:   •  November 6, 2017  •  1,926 Words (8 Pages)  •  384 Views

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because they had all contributed to the success of Motown Records and she felt as though they would be able to repeat the fait accompli once again. However due to the lack of experience and a proven track record, their developmental efforts proceeded slowly. Almost every venture failed from the onset, and no one was prepared to commit to financial support to even begin producing anything. The growth from $12,000,000 in 1985 to $60,000,000 in 1986 was too significant for Motown Productions to continue operating the same way. In order for them to function efficiently their present operational structure, financial and staff resources, would have to be reorganized. At the onset expansion costs was proving to be a burden on the company, and de Passe also realized that she was being stretched in every direction being involved in every aspect of the business. She also realized that the participatory leadership style and approach at Motown Production would not be advantageous moving forward with the continuous growth of MP and its wealth of business opportunities. She recognized the need, and was now forced to look outside for industry executives who were experts in their fields to achieve greater success.

They would now capitalize on the industry’s new opportunities, and to be more sensitive to the demands of the market opposed to what they did in the past, while maintaining the family atmosphere.

The change in executives gave her the opportunity to produce more shows in a shorter time frame whereby, maximizing on the profits of the company despite the large salary expense.

De Passe and her team had worked very hard to establish Motown Production’s reputation for delivering high quality work and commitment to deadlines, as she had established with the record label. She was diligent in her hiring and it paid off. She was able to preserve the Motown mystique. Both the old and new employees liked her leadership style and enjoyed working for her. Her ability to lead the company through this transitional period was challenging as failure was not an option.

Key Decision Criteria

• Changing Leadership Style - de Passe would have to diversify her style of participatory leadership to include situational leadership, having to adapt depending on the needs of the team. (Exhibit 1)

• Changing Company Orientation with Quick Implementation - Due to the Industry’s growing fast pace, de Passe had to ensure that all implementations were quick and effective in order for the company to capitalize on new projects.

• Cost effectiveness - de Passe had to ensure that all financial decisions made were cost effective and within budget to prevent loss.

• Ensuring quality production was maintained - The quality of the work produced had to be maintained in order to sustain credibility and the good reputation established.

• Maintaining Staff Camaraderie in the “Family like Corporate Culture” - Opposed to their competitors, Motown Productions was known for its family oriented atmosphere, which was the unique form of corporate branding that De Passe wanted to maintain.

• Meeting Production Commitment Deadlines – The team would have to multi task to remain on schedule with multiple productions opposed to single productions in the past.

Alternatives Analysis

Key Decision Criteria Alternatives Analysis

Advantage/ Disadvantage Explanation

Changing Leadership Style to situational leadership Remain as participatory style leadership only

Advantage The ability to adapt to the changing needs of the team.

Changing Company Orientation with Quick implementation Maintaining the status quo Advantage In order to keep pace with the times

Cost effectiveness No budgetary restraints Advantage To prevent further loss as previously experienced.

Ensuring quality production was maintained Diminished credibility and reputation Advantage The quality of the work produced had to be maintained in order to sustain credibility and the good reputation established.

Maintaining Staff Camaraderie in the “Family like Corporate Culture Risk of the Company cultural change as a result of the new hires. Advantage Having a cohesive team lead to increased productivity

Meeting Production Commitment Deadlines Outsourcing/subcontracting production commitments -

Disadvantage Uncertainty of the continuation of the high standard and quality of work being maintained.

Recommendations

After reviewing the key decision criteria and alternative analysis, we recommend that Suzanne de Passe change her leadership style from participatory to situational, having the ability to adapt to the changing needs of the company. This would enable her to take the Company from ordinary to extraordinary understanding that embracing the different styles of leadership are necessary to make the difference as great leaders choose their leadership style with a calculated analysis of the matter at hand, the end goal and the best tools to accomplish the job. (Exhibit 1)

Action and implementation Plan

• Hire Industry executives who were experts in their fields to achieve greater success.

• Hold weekly meeting to discuss, approve and assign projects

• Ensure that budgets are closely monitored.

• Ensure that commitment deadlines are met.

• Ensure that her employees have everything they need to be productive and successful.

• Ensure that employees were well trained, happy and have minimal roadblocks in their path.

• Ensure that employees are being groomed for the next level and recognized for great performance.

• Ensure that employees are coached through their challenges.

• Ensure that budgets are closely monitored.

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