Ibm Case Study

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IBM case study

1. What role, if any, does McGregor’s Theory Y play in IBM’s drive to create a new breed of manager/leader?

Theory Y is based on esteem and self-actualization. These higher-level needs are never fully met and are great tools for motivation. Under Theory Y, people are self-directed and committed to objectives, and they will seek responsibility through creativity and ingenuity. “Here lies the opportunity to align personal and organizational goals by using the employee’s own quest for fulfillment as the motivator”. McGregor acknowledges that not all employees are mature enough to function at the Theory Y level and might need more elements of Theory X management until further developed.

2. What evidence of the e-leadership issues presented in Table 1-2 can you detect in this case? Explain.

“I use ‘collaborative influence’ every minute of every day” (p 31) If leaders try to pull “I’m in charge so you have to do this” maneuver, the whole purpose of ‘collaborative influence’ would break down. (p 31) Table 1-2 # 3-Leadership creates and exists in networks that go across traditional organizational and community boundaries. # 5-unethical leaser with limited resources can now impact negatively a much broader audience of potential followers. #6-senior leader has increase contact with their followers, although it not face to face. (p 13)

3. How does the building of human and social capital (Figure 1-2) factor into this case?

Human capital focus on the individuals’ ability, skill, ethical standards and intelligence. These factors will support the social capital of visions, goals, value and mutual respect. Strategic assumptions: people, individually and collectively are the key to organizational success. (p 14) (Figure 1-2)

4. Which three or four of Wilson’s 11 managerial skills (Table 1-3) will be most important for IBM’s managers in the years ahead? Explain your choices.

This will have the most influence to shaping IBM’s managers for the years...