An analysis on leaderships’ effect on culture Essay

F soursConnectCo is an forbiddenbound c every last(predicate) told center in Toronto, Ontario and is the Canadian Subsidiary of a U.S. market and sales consulting practice. The p atomic number 18nt guild has provided function to Fortune 500 companies oer its five years of operations and employs approximately 75 people. ConnectCo has annual tax r purgeues of $29.4 million, with image Office forthcome as their biggest tale at $20 million annually, for a obligation distance of three years. This make disc everyplace awarded ConnectCo net ne dickensrk as high up as 35% of sales. What ConnectCo offers to nodes is the convenience and m one(a)tary value savings of re miser adapted a costly field sales gouge and replaces them with a more(prenominal) than cost competent outbound call center. These call centers abet clients with technical conundrums, provide modernistic equipment updates, and disseminates acquaintance approximately cutting technologies or equipment . The symbolisation musical score, as previously menti unmatchabled, provides a squargon sum of ConnectCos total revenue and was stolon negotiated by Charlie Gallagher, the vice-president of Canadian operations, and is managed by Chad Macdonald.Joe Davis is a passionate and experienced adviser that has worked closely with invitees to key and follow through solutions to truly specific difficultys. He joined ConnectCo hoping to frame in on from the pool of experience that he byword at bottom the musical arrangement, with the majority of them organism occasion Xerox employees with consider egress hold outledge in increasing sales. His role in the memorial tablet was to hold back that the range of military service that ConnectCo provided met or surpassed the asks of clients. As per his stance at bottom the compevery he was the first to bill poster the dissimilarity in spite of appearance the emblem account. The repress that was signed betwixt ConnectCo and figure call for that thither be a ac reference worked number of Inside Account Executives (IAE) that be trained at all multiplication and at a ph genius qualification calls in the clients interests.The juvenile decline in the IAE pool has go a room some(prenominal) lay extend, with no calls being placed on behalf of Symbol, all the same they were unagitated billing the client as if the seats where all operate at b highroad(a) capacity while they should lone(prenominal) be billing them for demanded operators. The amount of the discrepancy totals $81000. The terms of the use up put up been limited several meters over its useful term with the first being an citation of the crush and the nonice of intent to incur mutually agreed to service levels. avail level tar proceeds were never established.SymptomsThe quad factor in symptoms argon colloquy, assumption, accountability, responsibility and virtue. These symptoms argon the embrace-in cause for Conne ctcos inability to belong operations unruffledly and efficaciously. The postulate of dialogue at heart Connectco is causing headaches for Davis as breeding continues to be blocked by kerfuffle within the corporation. The confabulation is next to absent from the cover of the hierarchy to the department managers within the troupe. The omit of verify throughout the comp either is non serve welling their cause when nerve-wracking to create an effective and demanded product for pot 500 companies.There is broken inly trust betwee the top managers and employees that they go out ace their number upon line of productss at excrete with the level of trust level among employees and managers decaying over time and as the bit worsens. Accountability is approximate nonexistent within the agreement. Davis is non able to hold his manager accountable because of his past tense record in doing so. Accountability is life-and-death in locate for Connectco to condu ce smoothly in the future day. Conflict frequently causes employees to determine to offload their work onto otherwises to non be prudent for failure, as in the geek of Chad Macdonald passing the role of mess halling with the Symbol account off to Joe Davis. Finally, there is low legality.Dealing with the account uncomplete Chad nor Charlie view that the exceed solution would be to ingest with the problem and would twain prefer to redact out a decision that would go against the chief(prenominal) set of the corporation that includes trustworthiness. There is a valid circumstance of value incongruence within ConnectCo. These four main symptoms are major attri furtheres to the problems frontd within Connectco and are the four elements that may be the solutions to solving Connectcos government activityal problems in the near future. bother StatementConnectCos current smear is the direct case of the poor incarnate lovingisation as prove by the symptoms that are present. This refining stems from the leaderships poor ethics and lack of set and has cascaded to the rest of the transcription. Joe Davis, the recent manager of the dwellingwork and Reporting department for ConnectCo, began his new job or so a month agone starts himself in the uncomfortable federal agency of inquiring the morality of his coworkers that has led to the jeopardized blood in the midst of ConnectCo and their largest client Symbol Office Solutions. Joe essentialiness sink how to preliminary this impertinent event as a new division of the company without compromising his avouch morals and set.AnalysisIn evaluating the pertinent reliable examples to pass over the problem statement there is one standard in limited that effectively incorporates several of the influences needed to perform an analytic thinking of the corporate culture at ConnectCo Edgar H. Scheins Model of Organizational Culture. Scheins model is the approximately releva nt to identify the conclude for the symptoms and problems currently facing ConnectCo. The incorporation of the umteen different aspects to identify the culture of an giving medication including atifacts, divided determine, and handled assumptions enables a perfect(a) review of the culture present at ConnectCo. The following analytic thinking pull up stakes break down Scheins model and tax to each one motion with the following relevant compendium to cast down a collapse understanding of the situation. It will be presented in the following narrate artifacts, shared determine, shared assumptions.ArtifactsCommunication within the ConnectCo cheek does non understand the ideal scenario for a well-run organization. This lack of proper communication and clarity is unluckily spilling over into its line of descent dealings with clients. twain represent one of the most unambiguous aspects of the artifacts of the company, the pagan norms that are distinct to others and nevery is impressive. To begin, this analysis will focus on internal communication and then(prenominal) veer focus to the remote communication with other organizations.Davis opened up a new pass and types a simple netmail, in case Gallagher picked it up with his Blackberry. This is but one example of the many e-mail conversations that manoeuver place within the ConnectCo organization. The situation that ConnectCo finds themselves in is extremely complicated, owing a client a credit for $81000, however the moderate with which Joe Davis chose to use to relay his message was e-mail. A quick analysis of the media horn of plenty hierarchy model awards that in this particular situation, which can be advantageously set as non-routine and ambiguous, this medium carries similarly little entropy-carrying capacity.If ConnectCo is expiry to come up with a solution they are going to need to switch to a much richer medium such as a rest-to-face to confirm a better understandi ng of the free and come up with better imports. A randomnessond occasion that warrants investigation is the initial electronic mail from Joe Davis to Charlie Gallagher. In this initial email he again used to handle medium to convey the breadth of the output that is ambiguous and non-routine. Charlie chose to respond in an email as well, with nine words. This will add a factor again in the analysis of the shared values, more specifically the espoused values that leadership (Gallagher) conveys.Communication surrounded by the organizations is overly very lite, speaking to the weak pagan artifacts of the ConnectCo organization, and possibly Symbol. It has been acknowledged that they do indeed cod face to face communications with their customers, Gallagher does meet with Puhl for golfing events face to face, this does not represent an ideal time, however, as the venue is much to declareal to wrangle business matters as overt encounters buy out significant noise, litera lly and figuratively, that may lead to the message being decoded incorrectly.The rest of the communication among the two parties, even between the account intercourseship manager Chad MacDonald and Steve Puhl was do either by telephone or by email. some other(prenominal) aspect of the artifacts of communication that deserves help is the construction of the resolution. Again, the communication appendage model is most relevant and one of the simplest courses to word the breakdown is that the contract contained too much noise and was not properly decoded by ConnectCo. The ambiguity of the contract comes from many revisions, some of which were not even available to the relevant employees such as Joe Davis and using words such as notwithstanding which was becharm differently by Joe Davis, Chad MacDonald, and Charlie Gallagher. This occurred because the contract was not descriptive generous. some other aspect to the artifacts portion of the model of organisational culture is th e ceremonies that takings place within the organization. These ceremonies are used by certain(a) employees and attention to add up the attention of an audience. In this particular situation the most evident are the golfing trips that Gallagher takes with clients to cement his berth as the most meaning(a) hand to the clients. And utmostly, the organisational body structure, which has a great effect on culture. ConnectCo currently has a client structure, as negotiated within the contract agreement, the organization will swear a set number of cater specifically to service that account.Espoused valueOur values job what is authorised to us. They are a shorthand way of describing our individual and collective motivations. Together with beliefs, they are the causal factors that call for our decision-making. (http//www.valuescentre.com/values/?sec=values_overview) The above quote reflects what should be the amount of any business, the values shared by all of the different empl oyees congruent to the political platform laid out by management for the advantage of the organization. In Scheins model shared or espoused values represent the second of the 3 components and the first of the infrared dynamics, as in they cannot be easily observed by others. Ric knotty Barrett, author of earn a Values-Driven Organisation A all System Approach to Cultural break recollects that values can be either exacting or shun and each can deplete an equal and enemy effect on the corporations culture.The espoused values must(prenominal) begin as an individual value through some delegacy figure, such as a founder, senior management, or even an individual with significant condition within an organization. These individuals culture then influences their fast coworkers, the teams with which they operate, then the organization as a whole. These individuals can therefore set the values for the whole organization regardless of what the ascendent culture of the organizat ion through countercultures. The culture of an organisation, or any group of individuals that share a common identity, is a animadversion of the values and beliefs of the leaders. (http//www.valuescentre.com/leadership/?sec=leadership__culture) With limited study on the governing culture of ConnectCo as established by its American head company, which include integrity and trustworthiness, it can lonesome(prenominal) be fictional that the culture that prevails at Connectco is a subculture of the organization as a whole.The following analysis suggests that the counterculture present in ConnectCo is the direct result of the effects of Charlie Gallagher. As the leader in the organization Charlie has had a profound effect on the values and ethics present within the organization. His use of the Symbol account distinctly demonstrates his values and ethics. His position as leader and culture setter warrants investigation ground on several components. First, the competency of his leadership will be analyzed incorporating an analysis of his individual(prenominal) values and the source of his occasion. To begin, Charlie possesses several characteristics of an effective leader. He has significant self-concept, his nature skills are high, he has the motivation to be a leader, and significant knowledge of the business. These competencies take the field those that work for him to go on the same skills as demonstrated in Chad MacDonald however, his low integrity has alike been transmitted to other co-workers. By encouraging Davis to play with the numbers and do things that were out of the contract he shows his low integrity.This has led to a lack of trust that is evident from Joe Davis and several other members of the ConnectCo staff throughout the discussion of the symbol account. This is not the only negative quality that has displayed. Gallagher as well exhibits limited cognitive and practical intelligence. His good word to only go with the lowest cos t shows a lack of understanding of the situation (and going back to communication) the ambiguity of the situation , this has pervaded to his employees where Chad was more than willing to agree to a band aid solution going against good business practices. Neither amply understands the situation and Chad was more than happy to hand off the problem to Joe Davis even though he was the relationship manager on the account and dealing with clients is outside of the stage setting of work for Joe Davis. The reason for Gallaghers lack of integrity can be easily explained through the Swartz values circumplex.Clearly, Gallagher is more centre on self-enhancement, his need for achievement is evidenced through the fact that everyone must know that he is the one that negotiated the Symbol account and demonstrated through his golf business trips, as well as his refusal to accept responsibility for poorly negotiating a contract and failing to adhere and communicate the table of contents of the c ontracts that he signed. He is also a leader that craves power and prefers significant power distance, as proven by his masking of his employees calls and not demonstrate up to the brush with Joe Davis and Chad MacDonald to clarify the contract for them. Both of these values compromise his integrity and unfortunately those values are only two that his leadership has caused the rest of the organization to adopt, the need for earnest security being another(prenominal). Gallaghers aforementioned(prenominal) need for power is also impact the culture of the organization.His handling of the Symbol account and the contract shows that he uses a bike formation of instruction control to concord power within the organization. By him going golfing with the big shots at Symbol rather than relationship manager Chad, shows that he ask to maintain that control of information which in turn gives him control over Chad and the account. This is combined with Joe Davis perception of an upward evoke within the organization that made him consider his ability to go to the higher(prenominal) ups with the information because he believes that the management will take the side of Gallagher given that they are both MBA graduates. Fear is an influence tactic that Gallagher has wielded to maintain lodge and obedience from his employees through his friendship with the president.The effect on culture is that because employees cannot converge upper management the values that he imposes on the organization will be the ones that dictate how operations are carried out. Indirectly, this is what has causes the problem with ConnectCo and Symbol. Gallagher controlling the information has prevented Chad from acting in the best interest of the company to ensure the contract is followed and that there are no issues. It also means that now since the contract has not been followed the persons involves will use the cultural aspects of poor integrity and dodging that he has used with his empl oyees as Chad demonstrated by dodging Steve Puhl and pushing the problem onto Joe Davis. dual-lane Assumptions and ValuesAnalysing the shared assumptions of ConnectCo with the Schwartzs Values Circumplex, we notice that the company talks about wanting to keep their most important client Symbol satisfied by valuing self-transcendence and conservation however their actions and dealing of the contract with Symbol do not reflect those values. The appropriate way to describe the values that ConnectCo tend to go by is self-enhancing. They are work for the client to provide them with everything listed in the contract, in this case a adequate amount of IAEs, but are concealment information from Symbol to protect their own well-being. This fronts to be enforced by Charlie Gallagher as he is telling Joe Davis that they should not have to pay any penalty fees to Symbol for empty seats at the IAE position if there are current individuals in training for that position. Now we will fancy at t he honest values and behaviour the moral intensity of ConnectCo, more specifically Charlie Gallaghers respectable sensitivity to the issue. The breaker point to which they should be applying ethical principles should be is high because Symbol is their biggest client and has trusted ConnectCo for a few years.However, the intensity being put forth is minimal as they are arduous to get out of stipendiary money to Symbol for not having staffed enough IAEs and they are forcing Joe Davis to go against his values and follow suit. This shows how little Charlie Gallagher cares about ethically conducting operations with clients and co-workers, as Joe Davis is being pressured into complying with Charlies demand because he does not want to put on the line losing his job even though what Charlie is telling him to do is illegal. Taking a look at the conflict sour model we find our sources of conflict between, Gallagher, Davis and Steve Puhl from Symbol. The most obvious source is the comm unication between Gallagher and Puhl. First of all the contract between the two is too vague and open for interpretation as the service level targets have not been defined for more or less two years.Charlie is also not communication the issue of his understanding of the contract, as he is just assuming that they should not have to pay Symbol credit for not having the specified amount of IAEs because he is claiming that during those times they had individuals in training to fill those positions. Another issue is that even if what Gallagher interpreted was true, he does not have any entropy to prove that he had employees in training because he failed to communicate to Chad MacDonald, Joe Davis and to Carole execute the exact details of the contract. This puts Joe in a uncomfortable situation when he receives a call from Steve Puhl and is unsure what the contract requirements. Another source of conflict is the incompatible goals and specialization between Charlie and Joe. Joe is si mply trying to do the right thing because he is new to the company and wants to make a good impression by doing things ethically however Charlie is trying to make it seem same he is fulfilling the terms of the contract by making assumptions of the contract to get forth with not having to pay Symbol their merit credit.Another source of conflict is the scarceness of important resources. As mentioned previously Carole clobber the analyst was never told to keep data on the amount of geezerhood and which days that employees were in training. Joe needed this data to complete his work but obviously was uneffective to retrieve complete and accurate data on employee training. The way that Charlie seems to be handling this conflict is by avoiding communication with clients and co-workers. He is notorious for screening calls, he failed to show up to a meeting with Chad MacDonald and Joe Davis, and when asked how to rate the credit owed to Symbol he simply tells Davis to use the lowest cost to help ConnectCo money and make himself look good. He also does not seem to be of much help to Joe Davis as Gallagher is the one who began this lack of communication which has led to defective handling of Symbols credit account, and seems to be avoiding Joe Davis. This is causing the rest of the employees to go after his ideas because they have no idea what the contract actually calls for and even if they did know, would worryly be unwilling to challenge his decisions because he is higher up in the company. alternating(a)s substitute(a) 1 Bring these numbers and issues to the professorship and chief executive officer Pros Cons* Issues dealing with the Symbol account get addressed * Issues with the culture of the organization get addressed * Issues are addressed to an authority that can fix these problems and re run for the negative counterculture * Keeps the organization from committing bill system histrion like other companies (Enron) * Brings to idle all the ethic al issues surrounding Charlie Gallagher and Chad MacDonald * Addresses disorder issues that have sound routine in the company * This act could cause tension between Joe and his direct top-notch (Gallagher) * There is a risk that the president sees this act as un-American * Working with Gallagher and MacDonald after dealing their issues to light will be difficult moving forward * chair/CEO may share the same dysfunctional bearing towards the culture in the organization This option should include him making an appointment with the President/CEO and bringing analyst Carole work to help corroborate his findings.She is well aware(predicate) with the financial numbers and how Gallagher is letting ConnectCo take money from their top client. This meeting needs to be face to face in order to bring about the severity of the conflicting situation. The meeting needs to include all facets of the organizations current lack of corporate ethical values and which individuals must be hel d accountable. Joe must conclude that if there are straightaway corporate culture qualifyings, he would passive like to keep working with Gallagher and MacDonald and build a trusting and functional working relationship with both. This will help ease the tension between himself and his immediate superior as well as showing the President that he is capable of handling mismanagement. This alternative is highly recommended and addresses all the facets of this situation.Alternative 2 Quit and find another jobPros Cons* Joe no longer has to deal with the resoundingly shaky ethical structure and poor communication at ConnectCo * Joe doesnt become a part of the problem * Joe no longer has to deal with Gallaghers lack of trust and consideration with their top clientele at his cost * Joe doesnt become an accomplice to committing accounting fraud * Leaving an organization after only one month doesnt look good to future prospective employers * This would go against his newly engaged fiance wh o precious to see him get off the road * No severance package * No testimonial or verbal support from ConnectCo once he leaves This alternative does not come recommended as it leaves Joe and ConnectCo with an uncertain future.Should Joe decide to leave the company, he would not get a severance package and future employers will wonder why he lasted only a month at his previous job making it more difficult to find employment opportunities. Also, his fiance did not want his moving somewhat for work a lot and two jobs in less than two months will leave his situation at home stressful. Also, should prospective employers touch ConnectCo, they would have no reason to support Joe for his limited work. Although Joe does not have to deal with this poor corporate culture, running away from the situation does not help in any positive way.Alternative 3 Try to interrupt issue without Chad MacDonald or Charlie Gallagher Pros Cons* Helps ease relationship between ConnectCo and Symbol * Steve Pu hl does not have to deal with Chad (who he is getting nowhere with) * Joe can try to incorporate cultural removes to those he can * Has Carole Lam to help him fix the financial disparities of the comapny * Leaving Chad and Charlie in the dark is risky * Steve Puhl may accidently contact Chad or Charlie and miscommunication may occur * Does not address how to fix the imminent turnover issues surrounding the IAEs * Not account these changes with his superior could cost him his job Because Joe handles the reporting side of the company, it would go against his responsibilities as an employee to bring up any new information regarding Symbol and can be subject to his employment being terminated if Gallagher was to find out.This alternative is incredibly risky, but does see some rewards. These rewards include easing the relationship between ConnectCo and Symbol and slowly ever-changing the culture in the corporation as best he can. Unfortunately, he is only just a manager and a new one, so it would be hard for him to get others to respond to his command when there hasnt been enough relationship development between his other employees. With this in mind, it is best to look at other alternatives. testimonyOur recommendation is based off of Alternative 1, in which we suggest brining the financial statements and issues to the attention of the President and CEO. This will allow us to ensure that all problems in relation to the Symbol account and the culture of the organization are addressed accordingly. This will also shed light on the ethical issues that need to be addressed, surrounding Gallagher and MacDonald. As well, it will prevent any consequences from occurring, resulting from accounting fraud. Once Joe Davis meets with the President and CEO to inform them of his findings, it will be up to the President to create and spur for change within the organization. In order to implement this change we would recommend the use of Lewins get Field Analysis Model. By imp lementing this model the President could unfreeze the current situation, change the organizational culture and ethics of the company, and then freeze the company in that state. By doing so the company would change into operating with a more socially responsible client first attitude. By creating urgency for change the President could use client satisfaction as a unprompted force to push the employees, in order to ensure each client receives the customer service they deserve.By ensuring the client is unceasingly receiving social and ethical treatment, it will drive away any restraining forces, such as lack of integrity, which can be attributed to the accounting fraud. Now we can consider how the President could unfreeze and re-freeze the company in order to complete the change. The President should focus on creating an adaptive culture, in which the company will have an external focus. By creating an external focus the employees will realize that the organizations success depends o n continuous change to be a more stakeholder and client oriented company. In this situation it means nidus on changing into a more socially and ethically aware organization to better serve the clients. There is also an internal focus that must be implemented as well. This includes employees working towards the organizational goals that are set.In this situation the organizational goals would be to provide better customer service. As well by creating an adaptive culture, employees would have a stronger sense of willpower within the organization, and therefore take more responsibility for their performance and tasks. Therefore we believe that since a companys culture often reflects the leaders personality, it genuinely is up to the President to make the go necessary to change the organization. One final step we would recommend taking, is to fire Charlie Gallagher. The foundation of firing Gallagher is the fact that he was trying to commit accounting fraud. Therefore the company wo uld have just cause for his dismissal. By firing Gallagher, this would also be the first step towards creating a socially and ethically driven company Gallagher is simply a restraining force that is preventing the organization from making that move towards a better organizational culture. exercise PlanOur recommendation is often referred to as whistle blowing, which is when a company employee goes public or to his superiors with private information that could stomach the company. This technique is usually used when social and ethical responsibilities are being ignored or ignored. While it may seem simple enough, the process is far from smooth and the employee doing the whistle blowing is often made out to be a burnt out low level employee who is unhappy. So forward Joe does anything of the sort he must be active for anything to go. The best way to approach this alternative would be 1. Collect all relevant information and be prepared to present your case and be able to answer any and all questions 2. No president of CEO wants to hear that their companys values and ethics are being compromised, so he must prepare a political program B in order to protect himself from media and personal scrutiny. 3. Joe must schedule a face-to-face meeting with the CEO to ensure that there is no outside noise or misinterpretations with his information and language4. When presenting his findings, Joe must throw in his message in a way that is not an attack or critique. He must not point out what is wrong but what needs to be improved and why. 5. As part of his presentment Joe needs to incorporate his own recommendations and action plan. Once he goes through with this meeting there is not turning back. The recommendation and action plan should follow a similar tone to what was mentioned above, it should not only identify the problems but what needs to be done to fix them and how to go about fixing them. 6. After the meeting is over all Joe can do is wait for the decisions by the CEO and board of governors. At this point in time a lot of different things can happen and Joe needs to be prepared for any outcome. The optimistic outcome would be to have your action plan ready to implement and begin fixing the company.The pessimistic outcome would be that they reject his action plan and making his career a nightmare. If this were the case Joe should be prepared to look for another job, or be prepared to contend himself from public scrutiny. Joe is caught in the middle of a lose-lose situation, so his best alternative is the lesser of two evils. It is difficult being the new guy in a company, especially when youre the one telling that what they are doing is wrong. However, sometimes it takes an outside perspective to identify the problems that have gone unnoticed for too long. If Joe can present a clear and strong case that does not in person offend the CEO, and present the opportunities for improvement, the process should run as smooth as possible.