Leadership dilemmas in Marcom

Bravo Team

Module 6: Assignment 2: Solving Dilemmas

Mercedes Garcia – T. LeaderBrittany McCauleyBrian TerrellCarla WagnerSha’Meca Wynn

INTRODUCTION :

Evolution means change and is the key to survival in today’s globalized business world. Marcom needs to regain its position in the world telecommunications industry, but first has to diagnosis what the malfunctioning components are. This presentation provides an overview of Marcom’s restrictive situations related to operational, strategic and human dilemmas; accommodated by actions and recommendations presented in a SAR framework. It is product of a wide investigation conducted by a competent team of consultants at the organizational-level of restructuring; As Ned Fuller, CEO of Marcom Communications International Inc. (2006) asked for, this is a “proposal that shows the roadmap for turning Marcom into a high-performance organization”.

SITUATION :

• Operational Dilemmas• Dipping employee satisfaction index.• Low performance of the global divisions.• Marcom’s vision statement was not revised to address any emerging issues• Missed key financial targets for several quarters last year.• Company’s credibility declined.

• Strategic Dilemmas• To get a heterogeneous amalgamation of entities. • Have to identify central vision, steps to achieve that vision , processes and people.

• Human Dilemmas• Realign workforce and letting go of surplus manpower. • Need to reduce overhead down the cost structures.• To map individual competence.

ACTIONS

• Operational Dilemmas

• Give an employee’s satisfaction index survey yearly.• Start a dialogue.• Provide forums for employees.• Have to review processes and procedures.• Set clear procedures and be sure to everyone comply with.• Set goals .• Set targets against which performance will be measured. • Motivate people .• Provide employees with the appropriate tools and training.• Identify adequately helping managers and key employees.

• Strategic Dilemmas

• Reduce mergers.• Centralize procedures and administration . • Marketing research to determine best places.• Coordinate and implement Group think ideas and topics.

• Human Dilemmas

• Follow fair procedures.• Have teams begin market research/analysis in search of new ideas currently used in the market.

RECOMMENDATIONS• Operational Dilemmas

• Set performance standards through a task oriented manager that is good directing people and also set expectations for employees through a relationship oriented manager or using the empowerment solution, giving some control to others in order to motivate employees.• Devise a new vision statement to reestablish the company’s goals/unification of overall goals.• Devise new financial plan, reestablish group focus on increasing product sales and manufacturing.• Provide employee/team incentives: examples, bonus, company paid vacation and others. • Involve every employer at every level to help perception

• Strategic Dilemmas

• Shared vision versus Diversity.• Arrange weekly team meetings, via face to face, and video conferencing. This will allow a more personalized approach.

• Human Dilemmas

• Fair termination process. • Reduce benefits, and or offer early retirement plans. Enlist employees to invest in the company by offering shares.• Streamline cost procedures.• Evaluate the least amount needed for the company to function.

A cross functional/cross divisional team comprised of Mike Morrison, Nana Casaubon, Jim Thomas and Richard Arnold should be recommended to produce . . .

• Operationally results:• This core team should be able to motivate Marcom’s personnel and bring them on board as the team centralizes the company’s vision.

• With the motivation of Mike Morrison and the focus of Nana Casaubon, employee satisfaction should increase dramatically.

• As the company is restructured, the strength of this team will come into play as Richard Arnold has established relationships in the Asian market and Mike Morrison in the European market.

• With the guidance of Nana Casaubon, architect of Marcom’s programming, the company should be operating on the same page around the world within the year.

• Marcom should expect to meet its financial goals with the guidance of Jim Thomas and his extensive GM experience. Mr. Thomas will also assist in bringing Marcom’s credit rating back to its proper level.

• Strategically results : • This team can help Marcom choose its administrative locations and centralize its procedures, keeping the company functioning similarly around the globe.

• Implement and oversee group think projects, led by Mike Morrison and Jim Thomas.

• Personnel results:• This team should assist the company in restructuring its operations.

• As the company looks to move forward, expectations should be set and job descriptions reorganized.

• Where positions can be combined, the team should recommend doing so.

• While not operating with a skeleton staff, the team should make the most economical decisions in regards to early retirement and job elimination.

CONCLUSION :After a thorough research about the restrictive situations related to operational,

strategic and human dilemmas in Marcom; this guide represents the roadmap for turning the company into a high performance organization.

Undeniably, our administrative procedures and leadership strategies had not been appropriate to maintain a good position in the world telecommunications industry. Yes, change is highly recommended in order for Marcom follow its primary vision and to achieve its target goals.

The recommended cross functional/cross divisional team should be able to lead Marcom toward the attainment of new and strong goals. In establishing a well-diverse team of executives, this will bring new energy and innovative ideas to Marcom’s dilemma. The proposed actions’ and recommendations’ framework could serve as a guide to improve our outcomes.

The proposed operational, strategic, and human action and recommendations provided in the guidelines will direct Marcom on a successful track after its transition. As Fuller states, the vision of Marcom will diminish during transition, yet must be rebuilt with understanding of new processes that will achieve the overall company mission.

Lastly, Marcom is not in crisis, because this implies disaster. We still have strong hopes to improve and grow in our challenging areas within and outside the organization. This obstacle should be perceived as an opportunity to learn new methods and gain positive insight for the great success for Marcom’s future.

So, let’s take on this challenge by contributing to Marcom’s future success! Let’s work together and hard in behalf of Marcom and in our own!

REFERENCES :

Fuller, N. (2006). Excerpts from the CEO’s speech in the Quarterly Review. B6027 Perspectives in Change Leadership. Retrieved October 1, 2008, from B6027

Marcom, (2006). Excerpts from Marcom’s Quarterly Review: B6027 Perspectives in Change Leadership. Retrieved October 1, 2008, from B6027

Marcom, (2006). Company Executive Profile: B6027 Perspectives in Change Leadership. Retrieved October 1, 2008, from B6027

Zaleznik, A. (1963). The human dilemmas of leadership. Harvard Business Review, 41(4), 49-55. Retrieved October 1, 2008, from Argosy Library