Reference no: EM133041944

Case Analysis

Martha recently took over as the general manager of Goody Enterprise after its general manager retired upon reaching 60 years old. Martha is fresh from the master's degree in Business Administration. Martha has always wanted to make a difference in everything she does and she believes that her predecessor has practiced some tradition style of management such as being bureaucratic and authoritarian. Martha has learned that for Goody, she should exercise a participative style of management.

Goody is one of the more popular brands of slippers and shoes. Many of its workers are already nearing retirement, or those with ages of 50 years old. Some are in their 30s and 40s. Martha took over the general manager position when her father decided to put her in the factory. Incidentally, her father had inherited the factory from his parents who has instilled with the family the legacy of quality slippers and shoes.

On her first day as general manager, she remembered all the case studies, journal, and reading from her MBA. She thought that the factory needs a participative style and her office would always be open to everybody. She started to put suggestion boxes in every area. She also installed an employee of the month for the office posts, sales representative of the month for the sales agent, and worker of the month for the factory workers - all outstanding employees in each month.

There were also teams that were designed to provide projects and plans to foster more open communication and camaraderie among the employees. The monthly meetings gave the employees the opportunity to have more hand in planning and their suggestions are more valued and well taken. Initially, in the next few months, Martha felt that she succeeded in putting all these changes in the company. She felt that they appreciate the changes which would make the employees happier while at work.

But on the 4th month, some of the employees who were members in the committee team started to absent in the meetings. These employees were the older ones, or those in their 50's. They instead went to see Martha and aired their apprehension in attending the meetings. They said that they felt uncomfortable in giving suggestions and they were much better in just doing their daily routine in the factory.

Martha felt disappointed and started asking herself what went wrong with the changes? She was about to introduce the use of a computerized system of making the shoes, and she had already called up the operator of the new machine who would train the workers. What will she do now? It seems that the changes seemed unappreciated, more so unwelcomed after all.

Case Questions:

1. Is there something wrong with Martha's leadership? Why?

2. Were the changes introduced too drastic?

3. Would she continue her plan?

4. What will she do now?

5. Is it normal for the workers to react that way? Why?