I need help on WRITE A CASE STUDY ON CONCEPTS & THEORY TECHNIQUES OF STRATEGIC ANALYSIS
The Case Study should encapsulate all you have learned in the MBA Program. Theories and methodologies should be incorporated into your scholarly work. The contents of your case study should be thought-provoking and challenge professional ideologies relating to socio-cultural, economic, political, financial, environmental concepts affecting leadership’s role in business.All contents citations/references should be written in APA format.below is the template of the case study
AMTRAK Running the RaceCASE DESCRIPTIONTheprimary topic of this case is leadership practices amongst supervisors withinthe workplace. The case evaluates aspects of leadership and explores severalmanagerial facets affecting organizational culture. The issues relevant to thecase include moral awareness, social cognition, cultural diversity, socialresponsibility and ethics, incidental and informal learning processes, alongwith leadership behavioral methods and theory. Other correlations present areasof power in leadership. The administration methods prescribed depict methodsutilizing managers and subordinates business practices in organizationalculture. The case was written for undergraduate students in business. Thedevelopments in leadership provide discovery of other multi-disciplinarydimensions as the contents convey several essential, valuable methods ofadministration. The study shows a figurative fictional display of issues inleadership amid high-profile positions exploiting their impressive power andwill upon the organization. The case study has the potential for othermultidisciplinary approaches.CASE SYNOPSIS
The case study records judiciously the undeviating communication betweenseveral characters that are relevant to the discussion of leadership. Although,the case study focuses on AMTRAK and its leaders there are several key learningobjectives in leadership. Two important constructs in the study: incidental andinformal learning methodologies. All personalities within the case facesignificant duress as the stress of meeting corporate requirements, consumerneeds, and communicating requirements are the highlight of the story. The topiccenters on several characters consisting of John Brown, Ted Sanderburg, Dr.Frank Martinez, Robert Forbes, Tiger Phan, and Marisol. The case study providesan energetic descriptive approach to corporate leadership culture, demands,problem-solving and decision-making amongst each distinct character within thecase study.BACKGROUNDTigerPhan is a young AMTRAK Executive with an MBA from the Wharton School ofBusiness at the University of Pennsylvania. He has been with AMTRAK for onlytwo years and worked remotely from his home. He has made tremendous strides inthe Marketing Department for the organization and makes several trips a monthto AMTRAK Corporate Headquarters located in Manhattan, New York. Recently,several meetings are being held throughout the week amongst all of the higherechelon executive leaders within the organization. Recently, Tiger was asked bythe CEO to visit the East, West, North, and South regions of AMTRAK to completean assessment of the company consumer report standing.TheAMTRAK Board of Directors is interested in finding out how well their doingwithin the transportation industry especially due to several airline industrydisasters such as Malaysian Airlines lost the plane and Turkish Airlines terroristattacks. They have seen an increase in consumer spending in railwaytransportation. The domestic stakeholders are very interested in a mass mergeror acquisition of international railway transportation in foreign countries.The Consumer Report will help the organization define parameters, goals andstrategic advantages needed for a push into the global market. Leadership atthe highest level thoroughly interested in the future developments of the firm.Currently,AMTRAK has four domestic, regional sites hosted by the following cities:a.EastCoast Region Headquarters – Philadelphia, Pennsylvania (John Brown)b.WestCoast Region Headquarters – Seattle (Tacoma), Washington (Robert Forbes)c.NorthCoast Region Headquarters – Detroit (Birmingham Suburb), Michigan (Dr. FrankMartinez)d.SouthCoast Region Headquarters – Charlotte, North Carolina (Ted Sanderburg)
Tigerdecides since he lives in Philadelphia that he will meet with the East CoastRegion Lead Operations Manager first before beginning his journey to visit eachsite. Tiger meets John Brown at his office.John is a former African-American NFL Football player, with a MechanicalEngineering degree who worked his way up the ranks to become Lead OperationManager. Tiger and John hit it off right away.
III.CONCEPTS & THEORY TECHNIQUES OF STRATEGIC ANALYSISHersey and Blanchard (1969) introduce the concept of situational leadership, meaningthat a leader adapts his or her style to the situation. In the case study,AMTRAK has commissioned Tiger to complete an important task for the companystakeholders. The enterprise believes Tiger to exemplify the necessary traitsneeded to perform this management task-oriented endeavor. The case demonstratespolitical and bureaucratic leadership style as developments are going on behindthe scenes at the highest level. Notwithstanding, much of the information hasnot been disseminated to Tiger but to his colleague Dr. Martinez as they bothhave dual authority on the project of completing the Consumer Report. AMTRAK isexercising a transactional theory as Tiger and Dr. Martinez are expected tomeet corporate expectations. Expectancy theory used anticipation based on anactivity or event (Bass, 1985). Other implications within the case studyinclude attribution theory as each operation manager attributes information tosome event or activity related to the situation. However, each managerperceives correlating and conflicting views of leadership behavior. Leadershipfurther characterized through emotional and cultural intelligence throughoutthe case study (Goleman, 1998a; Cheok & O’Higgins, 2013; Eken, et. al.,2014). Emotional intelligence characteristics highlighted at each facet ofleadership style create the greatest need to approach resolution throughefficient means of communication (Goleman, 1998a; Papworth, Milne, & Boak, 2009;Hersey, Blanchard, & Johnson, 2001). Although Tiger needs the support ofthe operations managers the lack of support at the highest level will prove tobe a defining moment in future developments. Some situations require planningbefore responding and then grouping participation to render the best result.Nelson and Economy (2005) pose a list of today’s best leadership qualities:decisiveness, awareness, focus, accountability, empathy, confidence, optimism,honesty, and inspiration.IV.RECOMMENDATIONSTherecommendation in the case study involves promoting egalitarianism.Egalitarianism implies using democratic means within the workplace foremployees to be involved in making leadership decisions (Bolman & Deal,2013). The idea is ‘adhocracy’ leadership that is loose, flexible,self-renewing an organic form of tying things together (Bolman & Deal, 2013).In allowing employees an opportunity to share in the responsibility leaders canbe held accountable. The purpose of the case is to show greater evolutions ofleadership and provide elements of the adoption of situational leadership.Situational leaders should be able todemonstrate four core, common and critical leadership competencies: diagnose,adapt, communicate, and advance (Hersey & Blanchard, 1969; Hersey, et. a.,2001). The amount of guidance and direction is contingent on the task. The amountof socio-economical support from leadership and subordinates essentially basedon the functionality of the leader’s behavior and performance goals. Leadersmust have the acute awareness of their surroundings and develop an innateability to strengthen ties to leadership-employee relationships goals (Oshagbemi,& Ocholi, 2006; Nanjundeswaraswamy & Swamy, 2014). Path-Goal Theorysuggests individual contributors alone are not the answer to the organizationalcultural issues within the firm rather setting a realistic path for achievinglong-term goals (Oshagbemi, & Ocholi, 2006; Nanjundeswaraswamy &Swamy, 2014).
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