ICMIND ANSWER SHEETS - Consider the spiral of experience that Jovita Carranza has travelled. How has her experience affected her ability as a leader
ICMIND ANSWER SHEETS - Consider the spiral of experience that Jovita Carranza has travelled. How has her experience affected her ability as a leader
ICMIND ANSWER SHEETS - Consider the spiral of experience that Jovita Carranza has travelled. How has her experience affected her ability as a leader
For
answersheets contact
info.answersheets@gmail.com
+91
95030-94040
Leadership
NOTE:
Attempt any Four Case Studies with all Questions. All questions carry equal
marks.
Case: 01:
Richard Branson Shoots for Moon
Case: 02: “Can Disney Save Disney?”
Case: 03: “Developing Leaders at UPS”
Case: 04: “Paying Attention Pays off Andra Rush”
Case: 05: “Integrating Terms at Hernandez &
Associates”
Case: 06: “Keeping up with Bills Gates”
Case: 1: Richard Branson Shoots for Moon
The virgin Group is the
umbrella for a variety of business ventures ranging from air travel to
entertainment. With close to 200
companies over 30 countries, it is one of the largest companies in the
world. At the head of this huge organization is Richard Branson. Branson
founded virgin over 30 years ago and
has built organization from a small
student magazine multibillion-dollar enterprise it is today.
Branson
is not your typical CEO. Branson’s
dyslexia (difficulty in recognizing & understanding written language)
made school a struggle and sabotaged (deliberate destruction /resistance
Damage) his performance on standard IQ
tests. His teachers and tests had no way of measuring his greatest
strengths-his uncanny
(strange-Supernatural) knack (skills-ability) for uncovering lucrative
(productive) business ideas and his ability to energize the ambitions of others
so that they, like he, could rise to the level of their dreams.
Richard
Branson’s true talents began to show themselves in his late teens. While a
student at Stowe School in England in 1968, Branson decided to start his own magazine, Student. Branson was inspired by the student activism on his
campus in the sixties and decided to try something different. Student differs from most college
newspapers & magazines; it focused on the student & there interests.
Branson sold advertisings to major corporations to support his magazine. He
included articles by ministers of Parliament, rock stars, intellectuals &
celebrities. Student grew to become a
commercial success.
In
1970 Branson saw an opportunity for student
to offer records cheaply by running ads for mail-order delivery. The
subscribers to student flooded the
magazine with so many orders that his profit spin-off discount music venture
proved more lucrative than the magazine subscriptions. Branson required the
staff of student for his discount music business. He built a small recording
studio and signed his first artist. Mike Oldfield recorded “Tubular Bells” at
Virgin in 1973; the album sold 5 million copies. Virgin Records & the Virgin
brand name were born. Branson has gone on to start his own airline (Virgin
Atlantic Airlines was launched in 1984), build hotels (Virgin Hotels started in
1988), and get into the personal finance business (Virgin Direct Personal
finance Services was launched in 1995), and even enter the cola wars (Virgin
Cola was launched in 1994). And those are just a few of highlights of the
virgin group-all this while Branson has attempted to break world speed records
for crossing the Atlantic Ocean by boat hot air balloon.
As
you might guess that Branson’s approach is nontraditional–he have no giant
corporate office or staff & few of any board meetings. Instead, he keeps
each enterprise small and relies on his skills of empowering people’s ideas to
fuel success. When a flight attendant form Virgin Airlines approached him with
a vision of a wedding business, Richard told her to go do it. He even put on a
wedding dress himself to help launch the publicity. Virgin Brides was born.
Branson relies heavily on the creativity of his staff; he is more a supporter
of new ideas then a creator of them. He encourages searches for new business
ideas everywhere he goes and even has a spot on the virgin Website “Got a Big Idea?”
In
December 1999, Richard Branson was awarded a knighthood in Queen’s Millennium
New Year’s Honours List for “Services to
entrepreneurship”. What’s next on Branson’s list? He recently announced
that Virgin was investing money in “trying to make sure that, in the not too
distance future, people from around the world will be able to go into space.” Not everyone is
convinced that space tourism can become fully fledged part of the travel
industry, but with Branson behind the idea it just fly.
Questions:
1. Would
you classify Richard Branson as a manager or a Leader? What qualities
distinguish him as one over the other?
2. Followers
are part of the leadership process – Describe the relationship between Branson
and his followers.
3. Identify
the Myths of leadership development that Richard Branson’s Success helps to
disprove.
Case: 2: “Can Disney Save
Disney?”
The
Disney name identifies an institution whose $22billion in annual sales makes it
the world’s largest media company. It
was Walt Disney’s creative leadership that established the Disney Company as
one of the leader in American business. Walt Disney and his brother Roy started
Disney Brothers Studio in Hollywood in 1923. Artistically, in 1930s were
Disney’s best years. Walt Disney embraced
(Make use of) new advances in color and sound, and put his team of
enthusiastic young artists to pursue the most sophisticated techniques of the
day. Disney risked everything on his first feature film, snow white and the Seven Dwarfs, released in 1937. Audiences loved
it. His focus on the positive and
life-affirming themes he introduced into all his work provided much-needed smiles and laughter for audiences
during the depths of the great
Depression.
Roy
Disney became chairman after Walt died of lung cancer in 1966. In 1971 Roy died
and his son, Roy E. Disney, became the company’s principle individual share
holder. In 1984 new CEO Michael Eisner and president Frank Wells ushered (introduces
strangers at formal events) in an era of
innovation and prosperity. They instituted marathon meetings for generating
creative ideas, forcing everyone to
work grueling (demanding-tough-hard) hours. The approach worked, and for
the first 10 years of his tenure, Eisner was considered a genius. He revived Disney’s historic animation
unit, invested in the theme parks,
led the expansion in to Europe, and breathed new life in to the company by partnering with cutting age
companies like Pixar and Miramax. Eisner built Disney into a formidable media
power-hose, boosting its profits sixfold
and sending its share price soaring
almost 60000 percent.
But
more recent years have been challenging for Eisner and Disney Company. Eisner’s
initial magical effect has lost its shine and his more recent actions and
decisions have had less-than-desirable effects on the company. Roy Disney, the last of founding family to work at
company. Quit the board in 2003 and
began a company to try and oust Eisner. In his letter of resignation Disney asserted that Eisner has become an ineffective
leader, claiming that Eisner consistently “micro-manages” everyone, resulting in loss
of morale. He saw Eisner’s cost-conscious decisions to shut down an
Orlando animation studio and cut cost at theme parks as resulting in “creative brain
drain” and creating the perception that the company is looking for “quick buck”
solutions rather than long-term value.
Disney also cited Eisner’s inability to maintain successful relationship creative partners like Pixar and Miramax (both
contracts with these studios were not
renewed) and his lack of a succession plan as dangerous to the future of
the company.
Eisner
ultimately lost his bid to retain his position as CEO and was forced to resign
in 2005, one year before his contracts as CEO expired.
Questions:
1. Consider
Walt Disney’s effectiveness in terms of the three domains of leadership- the
leader, the followers, and situation. For each domain name factors that
contributed to Disney’s success.
2. Now
think about Michael Eisner’s Leadership effectiveness. Name factors within the
three domains of leadership that might be responsible for controversy
surrounding Eisner’s success and then ultimate failure and removal as Disney’s
CEO.
Case: 3: “Developing Leaders at
UPS”
UPS
is the nation’s fourth largest company
with 357,000 employees worldwide and operations in more than 200 countries. UPS is constantly
recognized as one of the “top companies
to work for” and was recognized by Fortune as one of the 50 best
companies for minorities. A major reason for UPS’s success is the commitment to its employees. UPS
understand the importance to of providing both education and experience for its next generation of
leaders-spending $300 million dollars annually on education programs for
employees and encouraging promotion within. All employees are offered equal
opportunities to build the skills and knowledge they need to succeed. A perfect
example of this is Jovita Carranza.
Jovita
Carranza joined UPS in 1976 as a part-time clerk in Los Angeles. Carranza
demonstrated a strong work ethic and a commitment to UPS, and UPS rewarded her
with opportunities-opportunities Carranza was not shy about taking advantage of
By 1985 Carranza was the workforce
planning manager in metro LA By 1987 she was district human resource manager based in Central Texas. By 1990 she
had accepted a move to district human resource manager in Illinois. She received
her first operations assignment, as division manager of hub, package, and
feeder operations; in Illinois in 1996 she accepted the same role in Wisconsin.
By 1999 Carranza’s progressive success led UPS to promote her to president of Americas Region. From
there she moved into her current position as vice-president of UPS Air Operations, based in Louisville,
Kentucky.
The
$1.1 billion air hub she currently oversees sprawls across the equivalent of more than 80 football fields. It
can handle 304,000 packages an hour, its computers process nearly 1 million
transactions a minute, and it serves as the lynchpin for the $33 billion business that has become the world’s
largest package-delivery company.
Carranza
attributes much of her success to her eagerness to take on new challenges: “The
one error that people make early on
in their careers is that they’re very
selective about opportunities so they avoid some prefer others.” She says.
“I always accept all opportunities
that presented themselves because from
each one you can learn something, and they serve as a platform for future
endeavors.”
It
has also been important, she says, to surround
herself with capable, skilled employees
who are loyal to the company and committed to results. After nearly 30 years with UPS, it is teamwork, interaction, and staff
development that Carranza says is one of the achievements of which she is
proudest: “Because that takes focus,
determination, sincerity to perpetuate the UPS culture and enhance it
through people.”
Carranza’s
corporate achievements, determination, drive, innovation, and leadership in
business have earned her the distinction of being named Hispanic Business
Magazine’s Woman of the year. She credits her parents, both of Mexican descent,
with teaching her “the importance of being committed, of working hard, and
doing so with a positive outlook,” principles she continue to guide her
personal and professional life. The principles mirror those of the company
whose corporate leader she has climbed nonstop, an organization she says that
values diversity, encourages quality, integrity, commitment, fairness, loyalty,
and social responsibility, among other values.
Among
Carranza’s worlds of wisdom: “…sit back and listen and observe,” she says. “You
learn more by not speaking. Intelligent people learn from their own
experiences; with wisdom, you learn from other people’s mistake. I’m very
methodical about that.”
 |
| ICMIND ANSWER SHEETS - Consider the spiral of experience that Jovita Carranza has travelled. How has her experience affected her ability as a leader |
Questions:
- What
are the major skills Jovita Carranza has demonstrated in her career at UPS
that have made her a successful leader?
- Consider
the spiral of experience that Jovita Carranza has travelled. How has her
experience affected her ability as a leader?
- List
out the characteristics of successful leaders. How many of this is
demonstrated by Jovita Carranza?
Case: 04: “Paying Attention Pays
off Andra Rush”
Paying
attention has been the key for Andra Rush. As a nursing school graduate she was
paying attention when other nurses complained about unfair treatment and
decided she wanted to do something about it—so she enrolled in the University
of Michigan’s MBA program so she could do something about how employees were
treated. As she completed her business courses and continued to work as a
nurse, she was paying attention when a patient described his experience in the transport
business. The Business sounded Intriguing, and so, with minimal experience and
minimal resources. Rush took a risk and started her own trucking business. She
scraped together the funds to buy three trucks by borrowing money from family
and maxxing out her credit cards. She specialized in emergency shipping and
accepts every job that came her way, even if it meant driving the truck. She
paid attention to her customers and made a point of exceeding their
expectations regardless of the circumstance. When the terrorist attacks of
September 11 shut down local bridges, Rush rented a barge to make sure a
crucial shipment for Diamler Chryusler made it to its destination on time.
Rush
continues to pay attention and credits her listening skills as a major reason
for her success. Rush is distinct in the traditionally white male –dominated
trucking industry –a woman and minority (Rush is Native American) who credits
her heritage and the “enormous strength” of her Mohawk grandmother for helping
her prevail.
“It
is entirely possible that my native sprit, communicated to me by my grandmother
and my immediate family, have enabled me to overcome the isolation, historical
prejudice, and business environment viewed as a barrier to native and woman
owned businesses. The willingness to listen, to understand first, and act
directly and honestly with integrity is a lesson and code of conduct my elders
have bequeathed to me. Being an entrepreneur has reinforced those lessons again
and again.’’
Her
Mohawk heritage is pervasive. Rush’s company logo is a war staff with six
feathers representing the six nations of the Iroquois: Mohawk, Onondaga,
Oneida, Cayuga, Tuscarora and Seneca. She believes in the power of a diverse
work force and as a result more than half of the 390 employees at Rush Trucking
are women and half are Minorities.
Rush
Keeps close tabs on her company and its Employees. Thought the company has
grown from its humble three-truck beginning to a fleet of 1,7000 trucks, Rush
still takes time to ride along with driver. She has provided educational
Programs like “The Readers’Edge,” a literacy program, to improve the skills and
lives of her employees. Rush is actively involved in several organizations that
work to improve the positions of minorities—she’s on the boards of
directors of the Michigan Minority
Business Development Council, Minority Enterprise Development/Minority Business
Development Agency, Minority Business Roundtable, and has served as president
of the Native American Business Alliance.
Question:-
1. As
we have discussed, competency models describe the behaviors and skills manager
need to exhibit if any organization is to be successful. Consider the general
competencies found in figure 8.3 and apply these to Andra Rush, providing
example of why these competencies apply.
2. Mentoring
has played a role in the careers of many successful minorities in leadership
positions. Who could be identified as a coach or mentor for Andra Rush?
3. Consider
some of the self-defeating behaviors outlines in this chapter that contribute
to management derailment. What lessons has Andra Rush obviously learned from
the failure of others?
Case: 05: “Integrating Terms at
Hernandez & Associates”
Marco
Hernandez is president of Hernandez & Associate Inc., a full- service
advertising agency with clients across North America. The company provides a
variety of marketing services to support its diverse group of clients. Whether
called on to generate a strategic plan, create interactive Web sites, or put
together a full- blown media campaign, the team at Hernandez & associates
prides itself on creative solutions to its clients’ marketing challenges.
The
firm was founded in 1990 with an emphasis in the real estate industry. It
quickly expanded its client base to include health care, as well as food and
consumer products. Like many small firms the company grew quickly in the
“high-flyinf”1990s, but its administrative costs to obtain and service
businesses also skyrocketed. And, as with many businesses, the agency’s
business was greatly affected by the terrorist attacks of September 11 and the
economic downturn that followed. Clients’ shrinking budgets forced them to
scale back their business with Hernandez & Associates and cut backs in
staffing meant clients needs more marketing support services as opposed to full
scale campaigns.
Hernandez&
Associates now faced a challenge—to adapt its business to focus on what the
clients were asking for. Specifically, clients, with their reduces staffs, were
looking for help responding to their customers’ request and looking for ways to
make the most of their more limited marketing budgets. Its small, cohesive
staff of 20 employees needed to make some changes and quickly.
As
president of Hernandez & Associates, Marco Hernandez Knew his tram was up
for the challenge. He had worked hard to create environments to support a
successful team—he recruited people who has solid agency experience and he
consistently communicated the firm’s mission to his team, he made sure the team
has all the resources it needed to success and constantly took stock of the
resources. He has built his team as he built his business and knew the group
would respond to his leadership. But where to start? Getting the team to
understand that growth depended on a shift in how it serviced its clients was
not difficult—each of the employees of the small firm had enough contact with
the clients that they knew client needs were changing. But making significant
changes to the status quo at Hernandez & associates would be difficult.
Group roles has to change—creative folks
has to think about how to increase a client’s phone inquiries and Web site
visits; account people needed a better understanding of the client’s desire for
more agency leadership. And everyone has to have better sense of the costs
involved. The company as a whole needed a more integrated approach to servicing
their clients if they hoped to survive. Marco needed a plan.
Question:-
1.
Like many leader, Marco has team in place and does
not have the luxury of building a new team from the ground up to adapt to the
changing business environment his firm is face with, Use the TLM to help Marco
diagnose the problems faced by the firm and identify leverage points for
change.
a.
Consider the major functions of the TLM—input
process and output where do most of the firm’s
challenges fall?
b.
What are the team’s goals for outputs?
2.
Identify potential resources for Marco and his team
in implementing a strategy to change the way they do business at Hernandez
& Associates.
Case: 06: “Keeping up with Bills
Gates”
Bills
Gates inherited intelligence, ambition, and a competitive spirit form his
father, a successful seattle attorney. After graduating from a private prep
school in seattle, he enrolled in Harvard but dropped out to pursue his passion
– computer programming. Paul Allen, a friend from prep school, presented gates
with the idea of writing a version of the BASIC computer language for the
Altair8800, one of the first personal computers on the market. Driven by his
competitive nature, Gates decided he wanted to be the first personal computer
on the market. Driven by his competitive nature, Gates decided he wanted to be
the first to develop a language to make the personal computer accessible for
the general public. He and Allen established the Microsoft Corporation in 1975.
Gate’s passion and skill were programming- he would work night and day to meet
the extremely aggressive deadlines he set for himself and his company.
Eventually Gates has to bring in other programmers – he focused on recent college
graduates. “we decided that we want them to come with clear minds, not polluted
by some other approach, to learn the ways that we liked to develop software,
and to put the kind of energy into it that we thought was key.”
In
the early days of Microsoft, Gates was in charge of product planning and
programming while Allen was in charge of the business side. He motivated his
programmers with the claim that whatever deadline was looming, no matter how
tight, he could beat it personally if he had to. What eventually developed at
Microsoft was a culture in which Gates was king. Everyone working under Gates
was made to feel they were lesser programmers who couldn’t
Compete
with his skill or drive, so they competed with each other. They worked long
hours and tried their best to mirror Gates—his drive, his ambition, his skill.
This internal competition motivated the programmers and made Microsoft one of
the most successful companies in the computer industry, and one of the most
profitable. The corporation has creates a tremendous amount of wealth—many of
its employees have become millionaires while working at Microsoft, including,
of course, Bill Gates, currently one of the richest men in the world. During
the 1990s, Bill Gate’s net worth grew at an average rate of $34 million per
day; that’s $200 million per week.
Gates
need a castle for his kingdom and so he built a much talked-about his house on
Lake Washington. The house lies mainly underground and looks like a set of
separate buildings when viewed from above. The house was conceived as a
showcase for Microsoft technology—it took $60 million, seven years of planning
and construction, and three generations
of computer hardware before is was finally finished. A feature of the house
that reveals a lot about it owner is the house’s system of electronic badges.
These badges let the house computer know where each resident and visitor is in
the house. The purpose of the badges is to allow the computer to adjust the
climate and music and to match the preferences of the people in the house as
they move from room to room. What happen when more than one person is in a
room? The computer defaults to Gate’s personal preferences.
Questions:-
1. Would
you classify Bill Gates as a charismatic or transformational leader? Why?
2. Consider
followers/employees of gates. What are some of the unique characteristics of
Gate’s followers that might identify him as a charismatic or transformational?
For
answersheets contact
info.answersheets@gmail.com
+91
95030-94040
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