LEMT305 – Leadership for Managers

Individual Assignment

- Case Study Analysis –

Student name:

Student idea:

Lecturer: Dr Valeria Pashkova

Contents

Leadership Case 1: “Sun Spots”............................................................................................2

1. Summary of the case study.............................................................................................2

2. Critical analysis of the case.............................................................................................2

2.1 Problems identified in the case................................................................................2

2.2 Relevant theories and models of leadership............................................................2

3. Questions:........................................................................................................................2

3.1 Question 1................................................................................................................2

3.2 Question 2................................................................................................................2

3.3 Question 3................................................................................................................2

4. Conclusion.......................................................................................................................2

Leadership Case 2: “The Marshall Plan”............................................................................3

1. Summary of the case study.............................................................................................3

2. Critical analysis of the case.............................................................................................3

2.1 Problems identified in the case................................................................................3

2.2 Relevant theories and models of leadership............................................................3

3. Questions:........................................................................................................................3

3.1 Question 1................................................................................................................3

3.2 Question 2................................................................................................................3

3.3 Question 3................................................................................................................3

4. Conclusion.......................................................................................................................3

Reference List...........................................................................................................................4

1
Leadership Case 1: “Sun Spots”
Chapter 8 – Week 5

1. Summary of the case study

BSO reorganized the whole board and put in a team led by Weston after the firm went into the red
for the first time in 1995. Several managerial changes were made soon after he took over. Living
abroad Weston took over as managing director, replacing Indians who held important roles in senior
management. Mike Middleton was named deputy managing director, while R. Senonner was named
director of marketing. They implemented a number of significant adjustments, including a full
reorganization of the business' operations and major departments. In an attempt to minimize costs,
Bata chose to sell it’s headquarter facility in Calcutta for Rs. 19.5 crores just two months after
Weston took control. Despite trade union resistance, the business relocated sales, marketing &
transport, and the corporate section to Batanagar.

More than 250 executives and their associates were invited to resign by the executive team as part
of a huge restructuring effort. Bata has chosen to cease recruiting. The team provided a
performance-based compensation to its employees. For the very first moment in Bata's 62-year
existence, a long-term bipartite deal was concluded in 1996. Work was not disrupted during the
signing of this contract. Bata's greater design and excess labor remained a concern by the end of
1997. In reality, the unions had become more confrontational and exacting as a result of the
reversal. Ever since third period of 1997, Weston has been unable to reach an agreement with the
All India Bata Shop Managers Union (AIBSMU). The concerns were mostly related to economic
concerns. The demands for the restoration of the four fired employees was included in the set of
non-problems. The group had also requested that a plan for worker engagement in administration
be implemented. On the financial aspect, the Association had sought a weekly salary rise of about
Rs. 90, increased pension scheme allocations above the regulatory maximum by administration, a
raise in 'plan reward,' and the establishment of a presence bonus for migrant employees.

2. Critical analysis of the case

2.1 Problems identified
Whenever the BMU urged the West Bengal authorities to take action in what it considered to be a
corporate restructuring operation in September 2000, Bata was once again on the verge of a labor
crisis. BMU explained the action by claiming that administration has expanded product contracting
and that the Batanagar unit is seen to be diminishing in relevance. Bata has begun transferring the
Power series of completely produced footwear from China, according to the group, as opposed to
merely exporting structure and sewing line jobs previously. Hawai chappal output at the Batanagar
plant has also decreased by 58 percent from a weekly capability of 0.144 million pairs. Workers'
incomes were reduced as a result of these measures, causing them to seek assistance from the
government to safeguard their investments.

2
 2.2 Relevant theories and models of leadership
3. Questions:
3.1 Question 1

3.2 Question 2

4. Conclusion

Reference List