Essays on Management Principle - DGL International Assignment

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The paper "Management Principle - DGL International " is a perfect example of a management assignment. DGL International is a company dealing in the manufacturing of refinery equipment. The company had problems with its technical service division that consisted of 20 engineers who were highly paid and best educated. The problem of this company division was that these engineers were the least productive division and also recorded a high turnover. This problem prompted the company to bring in a new manager named John Terrill so as to look into these problems.

John Terrill showed great concern for their personal welfare and asked them point-blank what their problems were. The engineers overwhelmingly responded by saying that they were being made to write unnecessary reports in replicate to the management contrary to what they were hired to do in the company. They claimed that the reports were never even read by the management who ordered them. John Terrill then responded by promising the engineers that he will stay out of their way so that they can do their work and also try and keep the management off their backs too.

He also called for the day’ s reports and issued an order effective immediately that the originals be turned in daily to his office rather than mailed to headquarters. When the reports finally piled on his office desk, he decided to take them to the CEO’ s office and told them together with another senior executive that the piled-up reports in his office were the reason for the lack of productivity in the technical services division. Hence, this report endeavours to answer the problems arising from the technical service division and their remedies. Question 1: What leadership style did John Terrill use?

What do you think was his primary source of power? Discuss these two issues. Answer: While analysing the DGL International case study, we realise that John Terrill leadership style leans towards people orientation. That basically means that he used the democratic leadership style in his capacity as the new manager of DGL international company in the technical services division. Researchers such as (e. g., Likrt 1997) created some similar behaviour topologies by differentiating between people-oriented leadership styles that focus on the needs of the followers by creating a supportive environment and job-centred (task-oriented) leadership style, that focuses on rewards, coercion, and close supervision to influence the behaviours and performance of the followers.

John Terrill starts by finding out what are the real courses of employee turnover in the engineering division, and why the technical service division is the least productive. When he first called the 20 engineers, they explain to him that they are forced to do jobs that they were never hired to do – writing stupid reports that end up not even read by the management. According to Hersey, Blanchard & Johnson (2001), personal power examples consist of referent and expert powers.

John Terrill practises the former. As much as Terrill’ s power is legitimate, his primary source of power is the referent. His power seems to be legitimate in the sense that he possesses a power that is bestowed in him from the formal management position of the DGL International organisation and the authority that is granted to it. In a real sense, John Terrill uses his ‘ Personal Power’ that comes from his internal sources due to his special personality or knowledge.

In that case, referent power is an example of personal power. Referent power thus originates from his personality characteristics as a leader and which he uses to command his subordinates admiration, respect and identification (Zaccaro, Kemp & Bader 2004). This kind of power will help the 20 engineers of the DGL International to emulate John Terrill. Referent power comes as a result of being respected and trusted (Yukl 2006). Zigarmi, Blanchard, O’ Connor & Edeburn (2005) adjoins that referent power can only be achieved when followers trust what their leader does and respects him/her on how he/she handles situations.

Daft (2008) also affirms that personal power comes from the personality and charisma of a leader. A leader who projects sincerity, optimism, strength, hope and confidence will always inspire people through power even in a seemingly hopeless situation (Hersey, Blanchard & Johnson 2001; Bergman, Stagg & Coulter 2012). A good example is depicted in the DGL International case study when john Terrill fairly treats the engineering department employees and coming to their rescue by relieving them of a stupid job of writing reports and assuring them that his job is to stay out of their way so they can do their work independently and that he will also try to keep the top management off their backs as well.

Moreover, expert powers are acquired from knowledge, skill, and experience (Hellriegel & Slocum 2011). Expert powers are gained by leaders when they begin to utilise and mobilise other people to help them achieve their objectives as they gain experience in certain areas (Hellriegel & Slocum 2011).

For instance, an experienced project manager who is an expert in solving certain challenging issues certifies to put the project on track


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