Organizational Behavior--- guys please help me out to answer those three questio

Question

Organizational Behavior--- guys please help me out to answer those three question, each one around 150 words. Thank you.

No Organization Chart and an 80 Blank-Pages Policy Manual Ask Michael E. Mark about his company's procedures for making a big capital investment, and he is likely to refer you to the Flextronics International Corporate Policy Manual. It has 80 pages-all of them blank. Although Marks is Flextronics' chairman and CEO, he says he sometimes lets subordinates such as Humphrey W. Porter, the head of Flextronics' European operations, do multi- million dollar acquisitions without showing him the paperwork. He disdains staff meetings at his San Jose (Calf.) headquarters, and he refuses to draw up an organization chart delineating his managers responsibilities One might think Marks' style is too casual for a growing conglomerate. This is a giant that owns dozens of factories scattered over four continents and has big contracts with some of the most demanding corporate customers on earth, from Cisco Systems Inc. to Siemens. In recent years it has acquired manufacturing plants, design firms, and component makers in the United States Europe and Asia. It also has landed huge manufacturing contracts with Motorola Inc. and Microsoft Corp As Marks sees it, the business of global contract manufacturing is all about speed. The time it takes to get a prototype into mass production and onto retail shelves across the globe can determine whether a leading-edge digital gadget succeeds or flops. And with the Internet and corporate makeovers rapidly reconfiguring entire industries, Marks thinks it's a bigger sin to miss important opportunities than to make a mistake or two. So he doesn't want to tie down his top managers with bureaucracy. One of Marks favorite dictums: "It's not the big who eat the small. It's the fast who eat the slow." So far Marks has managed to craft the right balance. A Harvard MBA who had run several small electronics makers, Marks helped engineer a takeover of Singapore domiciled Flextronics in 1993, when it was nearly bankrupt. After turning the company around, he began to rebuild. Flextronics became a favored supplier to companies like Cisco, 3Com, and Palm. Flextronics is poised to become the world's second-largest contract manufacturer, after Milpitas (Calif.) based Solectron Corp. Beside the industrial parks in Hungary, it also has huge manufacturing campuses in Mexico, China and Brazil The basketball hoop hanging in Marks' modest, somewhat disheveled office seems to sum up his self-image. Marks is a passionate player -even though he stands all of 5 ft. 2 in. Likewise, in the business world Marks seems determined to prove a point. One way or another, he's convinced he can retain the agile management style of a start-up, while making Flextronics a global enterprise that can play in the big leagues 1. Based on your reading of the case, describe the leadership process used by Michael Marks. Do you think he is successful because of or in spite of his leadership approach? 2. What leadership theories covered in the chapter would best support Marks? Give specific examples 3. How do you think Marks would do in another industry such as retail?

Explanation / Answer

1.     The leadership process used by Michael marks:

The leadership process used here is a combination of democratic and Laissez free :

Democratic:
- In a democratic style the leader gives full freedom for his team to work

- it is a style where the leader delegates the decision making rights to his team member

- It is also known as a participative leadership

The advantages of being a democratic leader is:
- Productivity level of the team rises
- Saves time and cost
- Increases the teams morale when the manager believes in them.

Laissez free:

A kind of leadership where full authority is given to the Employees with zero interference.

Mark is successful because of his leadership style reason being

-       He turned over a bankrupt business.

-       Then rebuilt the same

-       Now Flectronics is one the major suppliers of huge giants.

2.       Leadership theories covered:

Democratic and Laissez free

Examples from this case:

- Mark allows his managers to decide even in serious jobs like acquisitions.
- he does not encourage structuring managers responsibilities in an org chart and avoid unnecessary team meetings
- Mark's focus was much towards the speed of work
- he did not want to miss major businesses by spending time on micro things
- hence it does not believe in Bureaucracy
- he also remained as a successful leader with high productivity

3.       How do you think Mark would do in other industry:

      I feel Mark would do well in any field or industry.

Reason being:

1.     Focus: His focus on what is needed for a business.

2.     Approach: His leadership approach which trusts his team and hence could focus on major things.

3.     Experience: His experience of turning around things in toughest times

4.     Education : His Harvard MBA would be a great help for his success.

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