Aye Chan Lwin Bbc Report

In your group report, you need to answer the following questions, using data from your interviews, observations, and/or surveys to support each answer:

1. What is the nature of the problem, and what are the likely causes based on managing- people concepts?

Personality issues (MBA 1 – Slide 30)

• Head of Corporate Development has major personality issues. From Big 5 personality model:

1. Extraversion: Lacking in her. She is passive-aggressive instead of sociable, talkative and assertive
2. Agreeableness: Totally not agreeable – not co-operative, good natured and trusting. It’s her way or the highway
3. Openness to experience: Not imaginative, artistically sensitive. But intellectual.
4. Emotionally stability: She is very calm, but not enthusiastic. Insecure about her job but does not appear to be tense or nervous. Depressed about her daughter who has leukaemia but does not really show much
5. Conscientiousness: Not responsible and pushes responsibilities to her staff. If CEO likes the work, she takes credit. If otherwise, staff takes blame. Dependability, persistency is questionable. Achievement oriented = yes.

Dark side of power – overconfidence, reduced advice taking, more self-focused (MBA 2 Slides)

• Power leads to overconfidence (Slide 29). CEO empowers her to oversee a huge portfolio. Corporate Development encompasses Budgeting(!), Special Projects, KPI Setting, Customer Experience and Project Evaluation, along with other ad-hoc roles. She feels that she is the ultimate besterestest in the company, is smarter than everyone, can think better than everyone, etc. In fact, she does not have the capacity to oversee what is happening in each individual ambit in detail, staff has no clarity and direction
• Power reduces advice taking, even when the advice is from an expert (Slide 30). She was working with Huawei to obtain ideas on technologies to be deployed for the cellular business but refused to accept their recommendations and suggestions
• Power makes people more self-focused (Slide 33) – She is focused on herself, getting into the good books of CEO and management at the expense of other colleagues, including her own team
• All of these powers can hurt the team (Slide 34) – The whole Corporate Development team is very demoralised, merely hanging on to their jobs and actively seeking new ones. None of the staff have been around > 3 years.

Negative emotions caused by lack of empathy (MBA 3 – Slide 28)

• She does not have a sense of empathy at all. It does not mean she does not sense and understand what others feel but she is not bothered. She is self-aware but does not care about relationship management and social awareness. Could probably link to narcissistic leadership as well. Can use the research paper attached below as reference:

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Motivation is absent (MBA 4)

• Constant demotivation – it’s not about money (Slide 25). Non-financial incentives such as praise and commendation from manager and attention from leaders are absent. Opportunities to lead projects are there but no credit is due to the team, only blame if the project is not executed well
• Irrational expectations and goals (Slide 27). Unachievable goals are set, leading people to lose focus and foregoes persistence, forcing people to be ineffective and inefficient
• Inequity, leading by fear instead of by example (Slide 33). Employees who are competent are being forced to take on much more responsibilities, thereby creating inequity amongst the team. Employees will often react strongly to situations they perceive as inequitable and will tend to engage in behaviors to create equity, such as slacking off when they feel they are working harder than others or quitting when they see no way to make things equitable. She is indifferent to people leaving as she feels it’s just part and parcel of running a company

Absence of effective leadership traits (absence of traits such as personality, integrity, leadership motivation, emotional intelligence – classic example of a narcissistic leader (MBA 5)

• She has personality issues: totally not conscientious (explained above)
• She has 0 integrity: hiring of budgeting expert and promised him a leadership role if he could deploy proper check and controls within the budgeting ambit. Once he has deployed everything, she got rid of him because the task was done – Am changing this example as I want to make the story a little more believable instead of quoting the exact example from me. But it’s the gist of the story as well.
• She does not have leadership motivation skills (explained above)
• She has emotional intelligence but it does not bother her – the perception that she still holds the ultimate power and everyone would still need to go through her to get things done / decisions made

1. How can managing-people concepts be applied and extended to solve the problem?

1. From Session 1:

• Understanding current trends and implications (MBA 1, Slides 19 – 21): current workplace environment is different compared to an authoritative one encountered by Gen-X when they were starting out in the industry
• Roles of manager vs leader (Slides 23 – 25): Head of Corporate Development might be a good Manager but is definitely an ineffective Leader (can link to Session 5 as well)
• Organisational behaviour (Slide 26): In organisational behaviour (OB), the representation of the world is broken down into three levels.  The first level of analysis looks at individual behaviour.  Next, recognising that individuals make up groups, we analyse how group behaviour occurs.  Finally, organisations are made up of groups of individuals so we analyse the organisation at a systems level (try to link this to our methodology in preparing questionnaires, interviewing people and finally our recommendation)
• Personality determinants (Slide 29): Understanding the personality of a leader would be able to lead us to recommend a role which suits her and is more effective for the company

1. From Session 2: Understanding the meaning and bases of power. Misuse of power forms the main issue why her leadership is going out of hand

1. From Session 4: Understanding contemporary theories of motivation (Slide 26) and bringing in most feasible theory (choose 1 and elaborate) to use as a base to motivate existing demotivated staffs

1. From Session 5: Leadership development (Slide 38: provides a guide to action #4 in Q3 below)

1. From Session 6: Cultivating good organisational / corporate culture is important (Slide 4). For the purposes of this company, we opine that the equity culture (relationship with employees) is more important to harness ideas / talent / promote new ways of working and new businesses

1. What specific actions should the organization take to solve the problem?

1. Have a reshuffling of management
2. Remove Budgeting and place it under Finance; Customer Experience to be placed under Marketing. Business Development to consist of only Special Projects and Project Evaluation (potential new projects)
3. Reassign her to be the Head of Process Improvement. Assign her to oversee KPIs, policies and procedures as she is good in that. Do NOT demote her
4. Send her for motivational and leadership training

1. What are the potential barriers and obstacles to following your recommendations?

1. Resistance to change
2. Loss of power in new role
3. CEO will need to work with more ppl instead of focusing on one

1. What are the risks and possible unintended consequences of following your recommendations?

1. She will leave the firm – bringing P&C information with her
2. Uncertainty on who is going to assume her role and their own roles for the company due to the transformation that is happening

1. How will you communicate your findings to your clients and overcome potential resistance?

1. Draw detailed org structure
2. Breakdown of simpler org structure
3. Outline wastage in her role
4. Redelineation of roles to empower others more

• saves time
• have 2 way view (for CEO)
• more effective for her to manage the role
• role on efficiency targeting everybody’s skillset

1. Ultimately, more cohesive and conducive workplace, leads to higher producitivity and = more PROFITS

Org Structure

Choose one that suits best

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Should be

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Back Ground

• Organisation is in a type of functional structure
• HOCD has dotted line of power over other heads
• More than one point of direct line of report makes it harder to see transparency
• Functional team work thereby not working cohesively
• Too much control and power with HOCD official and unofficial
• Duplication of roles within organisation (similar functions)
• Approval levels not straight forward