During the third session, Saeed became aware of some difficulties with the seminar. Rather than the full complement of 25 managers, attendance had dropped to about only 15 managers. Although the starting time was established at 8:30, attendees had been arriving as late as 10:00. During the afternoon sessions, some of the managers were leaving the sessions to return to their offices at the company. As he approached the fourth session, Saeed was apprehensive about why things had been going poorly. He had become quite uncertain about how he should approach the group. Many questions were running through his mind: Had he treated the managers in the wrong way? Had he been too easy regarding attendance at the sessions? Should he have said something about the managers skipping out in the afternoon? Were the participants taking the seminar seriously? Jim was certain that the content of the seminars was innovative and substantive, but he could not figure out what he could change to make the program more successful. He sensed that his style was not working for this group, but he didn't have a clue as to how he should change what he was doing to make the sessions better (Source/Reference: Daft, R.L; "The Leadership Experience" Sixth edition, Cenage Learning publication, 2015 ISBN 13:978-1-4354-6285-4 pp-105-106). Questions 1. In your opinion what style of leadership is Saeed using to run the seminars? 2. At what level are the managers? 3. Keeping in mind the situational perspective, what is Saeed doing wrong? 4. What specific changes could Saeed implement to improve the seminars? 5. If you were Saeed what will you do?
During the third session, Saeed became aware of some difficulties with the seminar. Rather than the full complement of 25 managers, attendance had dropped to about only 15 managers. Although the starting time was established at 8:30, attendees had been arriving as late as 10:00. During the afternoon sessions, some of the managers were leaving the sessions to return to their offices at the company. As he approached the fourth session, Saeed was apprehensive about why things had been going poorly. He had become quite uncertain about how he should approach the group. Many questions were running through his mind: Had he treated the managers in the wrong way? Had he been too easy regarding attendance at the sessions? Should he have said something about the managers skipping out in the afternoon? Were the participants taking the seminar seriously? Jim was certain that the content of the seminars was innovative and substantive, but he could not figure out what he could change to make the program more successful. He sensed that his style was not working for this group, but he didn't have a clue as to how he should change what he was doing to make the sessions better (Source/Reference: Daft, R.L; "The Leadership Experience" Sixth edition, Cenage Learning publication, 2015 ISBN 13:978-1-4354-6285-4 pp-105-106). Questions 1. In your opinion what style of leadership is Saeed using to run the seminars? 2. At what level are the managers? 3. Keeping in mind the situational perspective, what is Saeed doing wrong? 4. What specific changes could Saeed implement to improve the seminars? 5. If you were Saeed what will you do?
Management, Loose-Leaf Version
13th Edition
ISBN:9781305969308
Author:Richard L. Daft
Publisher:Richard L. Daft
Chapter19: Managing Quality And Performance
Section: Chapter Questions
Problem 1SGB: Create a Group Control System Step 1. From into groups of three to five students. Each group will...
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