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MANU9LM Leadership & Management 2017-18

16 Oct

MANU9LM Leadership & Management 2017-18
Coursework Assignment
A Struggling Company Without Enough Cash
This assignment is in the form of a critical examination of the attached case study. As such,
you should analyse and evaluate the issues addressed in the case study and not just
describe these or repeat what is in the case study. The assignment should be treated as a
serious piece of research work. You will, therefore, be responsible for identifying and using
the relevant literature.
The assignment is in two parts, which have different submission dates.
Part 1 (Deadline 11am on Thursday 19
th of October 2017)
1. Of the three options available to Joe, which is the most ethical?
(850 words/35 marks).
Part 2 (Deadline 11am on Thursday 30th of November 2017)
2. Which style of leadership would be most appropriate to each of the options?
(850 words/35 marks).
3. How might the adoption of a Triple Bottom Line approach affect Joe’s choice of
option?
(400 words/15 marks).
4. What have you personally learned about leadership from studying the case study?
How would this affect your behaviour as a leader?
(400 words/15 marks)
Your answers will include:
A discussion of the key issues involved in the case study.
A discussion of the relevant aspects of the leadership literature.
A clear and logical structure.
Conclusions which critically evaluate the assignment questions.
Evidence that the answers are based on and cite the relevant literature.
Notes
The coursework assignment represents 100% of the total module assessment.
Combined Length = 2,500 words (excluding references).
Marks will be allocated on overall presentation, content and discussion, and
reference to supporting material in line with the School’s general marking and
grading criteria.
Reference using the Harvard system.
Use minimum 12pt font, 1.5 or double-spaced.
An assignment cover sheet should be completed and attached to the front of your
assignment.

Ensure that your student registration number and module code are stated on every
page of your assignment (either in the header or footer).
It should have a title page.
Do not put your name on it.
Do not use plastic binders or folders.
Do not use appendices.
SUBMISSION
Part 1 of the assignment must be submitted by 11am on Thursday 19
th of October 2017.
Part 2 of the assignment must be submitted by 11am on Thursday 30
th of November 2017.
Your assignments must be submitted electronically to Canvas by the above dates and times.
Please ensure that your student registration number and module code are stated on every
page of your assignment (either in the header or footer). Further information regarding the
submission process will be available in due course.
Queries about this assignment should be addressed to Professor Bernard Burnes
Case Study
A Struggling Company Without Enough Cash
1
Joe Woodman bought a small, struggling computer company. After several difficult years,
revenues started to grow, and it seemed profits were growing as well, at least according to
the financial statements. In reality, though, the business did not have enough cash to
function.
The company’s key stakeholders, such as the bank, vendors, and investors, were applying
pressure on Joe to improve earnings and cash flow. They threatened to take over the
business if major changes were not made. About the same time, making matters worse, Joe
was notified that several contracts, constituting about 25% of his top-line revenues, would
be lost to competition.
Joe responded by laying off employees, freezing wages, and closing several marginal
operations, but these efforts were not enough. Joe was still badly in need of more cash and
professional management. To remain viable, he had three options:
1. He could negotiate a ‘capital for control’ type of exchange with the investors and the
banks. If he did this, the banks could help recruit new talent and offer interim financing
to support the company while restructuring occurred. On the downside, with this option
his status in the organisation would change significantly. Instead of being the owner, Joe
would become more of a senior manager.
2. Joe could maintain control and hire turnaround management, explaining to new
managers that the company was in a critical turnaround phase and that the
organization’s future depended on their ability to generate credibility and positive
performance within a year. He would have to disclose the wage freezes of the past 2
years and explain that he could not initially offer competitive salaries or certain
traditional benefits. If he took this option, Joe would have difficulty recruiting skilled
managers because they would not want to come to a situation with failing operations,
no operating cash, and the prospects of a dramatically dwindling revenue base. If it
succeeded, this option would allow Joe to keep control and save his reputation.
3. Joe could remain in control and hire turnaround management without fully explaining
the serious situation. He might say that the company is one of the fastest-growing
companies in the industry, and that it had just completed an operational turnaround,
had he regained profitability, and was upgrading staff to take the company to the next
level. He could support this positive picture by representing pro forma financial
information as though it were actual results. This approach probably would be
successful initially in gaining new qualified staff, but the new managers might join only
to leave soon afterward. They would probably not develop into loyal, long-term
employees because of Joe’s dishonesty. This option would give Joe the opportunity to
maintain control and keep all workers employed.
1 Adapted from Northouse, PG (2013) Leadership (6th Edition). Sage: London.

 
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Posted by on October 16, 2017 in Academic Writing

 

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