Oticon Case Analysis Leadership Style
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There are a number of characteristics of Kolind's leadership style that can be inferred from reading this case study. First, the style is consultative, rather than authoritarian (Vroom and Yago, 1988). Kolind ensured that many of the employees had an opportunity to participate in the planning process for the reorganization. Employees were also involved in meetings that provided them with current information about the restructuring process, allowing them the opportunity to ask questions and give input. However, this was still primarily a top-down process, a leader-participation model that still vested decision-making power in senior management. It seems to be a transactional, rather than transformational, leadership approach, even though employees were involved and the resulting structure eliminated some levels of the hierarchy. A more participative model would have involved employees more, possibly bringing them all into the planning process, or having formal employee groups to get together and consult about the restructuring. Maximum participation would have involved sharing the problems with the group as a whole and having the group as a whole generate and evaluate alternatives and reach resolution to the situation. In looking at Vroom and Yago's (1988) decision-tree leader participation model, it appears as though Kolind's decision to use a consultative, rather than authoritarian or consensus model was an appropriate one.
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seems to indicate good attention to detail. The project nature of the restructured organizations also seems conducive to attention to detail, although that remains to be seen after some time has passed.
In terms of outcome orientation, both seem to be very results oriented. However, the restructured organization also seems to pay more attention to techniques and processes, along with outcomes. Yet, it seems like the processes and techniques are designed to promote good outcomes, so the result is the same sort of emphasis.
There is some change in people orientation. Clearly the organization cared about its people. During the restructuring process, management kept employees informed of what was happening. Nonetheless, the restructuring was hard on people, including both loss of employees and a requirement that employees learn new skills and new processes. The new organization seems less people oriented, in some ways. It seems focused on outcomes - results - with a demand that people produce or leave. It seems as though the people orientation has actually lessened, even though there is less hierarchy and presumably more openness to people's ideas.
There is little indication that the earlier organization was oriented to team
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Some common words found in the essay are:
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Approximate Word count = 1476
Approximate Pages = 6 (250 words per page)
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