Sue? Sue ReynoIds, 22, is about to get a bachelor's degree in human resource management from Harvard University. In the past two years, she worked in Connecticut Mutual Insurance Company every summer vacation to fill the vacancies of employees who went on vacation, so she did many different types of work here. At present, she has accepted the invitation of the company and will join the mutual insurance company as the director of the policy replacement department after graduation.
Connecticut Mutual Insurance Company is a large insurance company, with more than 5,000 employees in Sue's headquarters alone. The company pursues the personal development of employees, which has become the company's business philosophy. The whole company trusts all employees.
The job that Sue will undertake requires her to be directly responsible for 25 employees. Their work does not need training, which is very procedural, but the responsibility of employees is very important, because the notice of replacement must be sent to the place where the original insurance policy is located first, and the insurance premium and any changes in the standard table should be listed; If a policy will be cancelled because it fails to reply to the replacement notice, it is also necessary to inform the sales department.
The members of the team working in Su are all women, ranging in age from 19 to 62, with an average age of 25. Most of them have high school education and have no previous work experience. Their salary level is 1420-2070 USD per month. Sue will succeed Maybelle? Finch's position. Maybelle worked in a mutual insurance company for 37 years, and worked as the director of the insurance policy replacement department for 17 years. Now she is retired. Sue worked in Maybelle's group for several weeks last summer, so she is familiar with her work style and knows most of the members of the group. She expected that besides Lillian? Except Lenz, all the other members who will become her subordinates are fine. Lillian is over 50 years old and has worked in the policy replacement department for over 10 years, and as an "old lady", she plays an important role in the staff group. Sue decided that if Lillian didn't get the job. Lentz's support will be difficult.
Sue is determined to start her career at the right pace. Therefore, she has been seriously thinking about what qualities an effective leader should have.
Try to answer the following questions
1. What are the key factors that affect Sue's success as a leader?
2. Do you think Sue can choose a leadership style? If possible, please describe a style that you think is effective for her. If not, please explain why.
A: 1. The leader of every organization has certain power. The power of a leader includes authority and authority. Power mainly comes from two aspects: one is the power from the position, that is, authority. This power is determined by the leader's position in the organization. It is given by superiors and organizations, clearly stipulated by laws and systems, and belongs to formal power. Such power changes with the change of position. You have the right to work, but you have no right to leave work. The basic contents of authority include: the right to decide and direct organizational activities, and the right to reward and punish members of the organization. People often have to obey this force out of pressure and habit. Authority has nothing to do with personal factors (education, ability, qualifications, interpersonal relationships, etc.). ). The second is the personal power from the leader, that is, authority. This authority is not determined by the leader's position in the organization, but by some special conditions and talents. For example, leaders have high moral character, rich experience, excellent work ability and good interpersonal relationship; The leader is considerate and caring, which makes people feel amiable, credible and respectable. They can not only achieve organizational goals, but also create an inspiring working environment to meet the needs of the masses. This kind of authority does not disappear with the disappearance of the position, and its influence on people is from the heart. The authority of a leader consists of four factors, namely, personality, talent, knowledge and emotion.
2. You can choose your leadership style. When the work is highly structured and the relationship between leaders and subordinates determines whether the work can be carried out effectively, it is easier for caring leaders to carry out their work.
Case study 2
Zhao Lan is the chief accountant of Southwest Department Store. She has worked in the company for 20 years and is very kind to people. She has a high reputation in the company and requires her subordinates to know her work very well. At the beginning of the year, she was promoted to vice minister of commerce. Zhang Ying graduated from the accounting department of a first-class university and has seven years' experience as chief accountant in a foreign company. She was hired by Southwest Department Store to take Zhao Lan's place, but she encountered many problems after she took office in Zhang Ying. For example, when she asked her subordinates for data, they asked her why she wanted data. She doesn't know what kind of data she needs, and she doesn't need to tell her subordinates. This is her right. Another thing is that the data provided by a subordinate was wrong, which made her lose face at the manager's meeting. Then she criticized her subordinates in public, and so on. In short, Zhang Ying felt that this subordinate didn't cooperate with her work well, and because of this subordinate's uncooperative, there were many problems in coordination with other departments.
Case study: Due to different leadership styles, Zhao Lan's leadership style is participatory, Zhang Ying's leadership style is centralized, and subordinates need participatory leadership style, so the above problems will occur.
Guiding significance to practice:
For a promotion opportunity, you first need to know what caused the vacancy, whether it was because of the excellent performance of the original post or because of the poor performance of the original post. This is the first question that should be clarified.
If you are appointed as the head of a department with excellent performance, first of all, you should see that because this department is already excellent, there is little room for performance improvement, and the predecessor will attach great importance to her predecessor's department, and the subordinates will have a very special relationship with the former leader. In addition, subordinates will regard you as a peach picker and will not welcome you in their hearts, so the specific approach is to consult the former one first to understand his leadership style and the advantages of his subordinates. Secondly, keep a low profile at work, don't be self-righteous, but don't do nothing. Professional ability and attitude towards subordinates are very important, so as to gradually establish respect and trust with subordinates and then gradually improve the existing problems.
If you are appointed as the head of a department with poor performance, you should first see that if you make some achievements, you will be concerned and recognized by everyone, and your superiors will be very supportive. The difficulty is poor discipline and weak professional ability. Usually there are one or two difficult subordinates in this department, and the most important thing is that this department is poor because it is inconsistent with the expectations of the leaders. Therefore, it is very important to know what the leaders expect from this department before understanding it. In specific operations, centralized leadership is appropriate. For difficult subordinates, you must first obtain the authorization of the leader. If subordinates challenge you, you can handle it well. By establishing systems and processes, future work will gradually become easier.
Case study 3
A technology development company in Zhongguancun, Beijing (hereinafter referred to as the company) was established on 1994. The founder of the company used to be engaged in computer marketing. Because of differences in cooperation with the original company, they thought it was meaningless to work in other small companies, so they decided to start their own company.
The company was difficult at first. No funds, borrowed 50,000 from relatives; Without space, I rented a table from the business premises of other companies as my own business premises. There were no ready-made customers, so I began to look for them from friends they had known before. There are only two people in the whole company, and the sales promotion, handling, inspection and delivery are all done by two people themselves, not to mention the hard work. At first, the company mainly engaged in printers. Selling a printer at that time was quite profitable. One year later, the business situation is still very good.
The following year, the company rented a storefront and hired an employee to help purchase goods, and the business volume began to improve. Due to the rapid development of the whole market, HP's peripheral products did well in those years. They decided to recruit a person with rich experience in HP PC and server products to join the company. In order to attract the other party to join, they put forward a way to distribute the gross profit of HP PC and server products between franchisees and companies, and began to represent HP PC and server products on April 1996.
1997 is a year of steady development of the company. The sales of microcomputers and peripheral products have increased significantly, and the number of personnel has increased a lot. The company has its own independent store, which is a bit like the prototype of HP store.
1998 is another turning point. The company headquarters and some business personnel moved into the office building from the street-facing stores, and at the same time absorbed a partner to join as the sales manager, and the company shared the gross profit with him 28/20. In this way, the whole company is divided into two relatively independent parts, the store and the office building, each with a partner in charge and clear responsibilities.
Judging from the development history of the company, it is still relatively smooth. But this achievement does not mean that the company is equally successful in management. On the contrary, the company's top management found many problems in the company's operation. All departments of the company go their own way, except franchisees, the morale and enthusiasm of other employees are not high, and some things that have nothing to do with bonuses are not asked. Almost all employees come to make money, and the company has no other way to arouse the enthusiasm of employees except material stimulation. But the reality is that there is not much room for material incentives for companies of this scale and operation, because the profit space is already very thin, which is the overall situation of hardware sales in the it industry. The company attaches great importance to the reward mechanism for employees, and the person in charge of the company attaches great importance to the management rule of "if you are rich, you will be scattered." The main person in charge has a high business reward policy, but this policy not only makes the company develop rapidly, but also produces many unfavorable factors that hinder the company's development. Company leaders often have headaches for such things.
Case study 4
Alice Lewis used to be a waitress and a welder, but now she works in McCovik Food Factory in Louisiana, Texas. Recently, she also engaged in the wholesale of pet products.
She has had four jobs and been married twice, but in the last four months, she has been used to packaging Qian Fan sauce in McCormick factory. She gets up at 5 o'clock every day, nurses her two-year-old son, and then gives the child to the nanny. She works from 6: 00 to 3: 30 in the afternoon, with a pre-sauce box of about 0 kg, which is customized by several fast food restaurants, for which she can get an hourly 1 USD. Sometimes things get worse. When the machine breaks down, the container will leak, which adds extra cleaning work to Louis, and sometimes the factory will increase production. "High output is good for the boss. He can get benefits, but it means more work for you." Louis explained this.
The machine operated by Louis usually runs twice a minute. The tomato sauce is poured into the jar, sealed at high temperature, and then sent to the conveyor belt. Sometimes, managers will increase the intensity to 10 times per minute. "I have to deal with thousands of cans of ketchup a day. They were sent over and patted my hand. I think, if it weren't for me, where would there be so many cans? " But sometimes the days are beautiful, such as with my boyfriend Luke Dacres, who also works in this factory. "This job, you will always do it. Not so terrible, especially when everyone is doing the same thing. " Louis said. "McCormick is a place to temper people," said Tarand Bilchamp, manager of the factory.
Every employee in many factories in Louisville can get a turkey during the holiday. Similarly, you can get an extra bonus equivalent to a week's salary at Christmas. "This place is full of friendship." Bill Chapp said that he has a bachelor's degree in chemistry and is familiar with cooking oil. He showed visitors around the factory and saw how tomatoes turned into ketchup. Bill Chapp has a batch of pre-pastes from California. They were shipped to Louis Schell in two-pound iron drums. Tomato paste is poured into a huge heater made of stainless steel and mixed with water, vinegar and spices. Then the mixture is heated to 0℃, then it is sent to freeze, stirred and then frozen, and finally it is transported to the machine through the pipeline and injected into the tomato sauce tank. Through this process, tomato sauce becomes tomato sauce. If it contains 10% solids, it becomes "thin" tomato sauce. It costs about twenty or thirty cents to fry a dish with this tomato sauce. During the average two-shift working hours, Louisville workers have to pack 0,000 to 0,000 pieces of former vermicelli sauce or semi-finished products. In addition to tomato sauce, the factory also produces salt, pepper, salad oil, mustard, ham, jelly and grape jelly, which are common and the most different from their raw materials.