Bob Riley says that being a good leader requires mutual respect and openness to hearing the views of others even when there are disagreements. It may be the responsibility of management to decide important issues, but that does not mean that only views of management count (Riley, 2009, p.6). I believe this is a great concept that relates to what Baker is going through. Baker is presented with the issue of wanting to hire new people while trying to appease the currently employee workers who have been there for years. Baker went to that meeting with three board members and heard their opinion and as a leader he needs to respectfully listen. Ultimately, he is the CEO and they hired him to fix this company and while he is obligated to do what is best for the company, he can hear opposing views but act otherwise. Stemming from this, someone in a role like Baker needs to have values that guide their decisions. Aligning actions with values is accomplished by following through with what you say (Kouzes and Posner, 2012). Values clearly guide Baker because he wants to do what is best for the company. His approach is to hire people that he knows because he feels that will help accomplish is goals. Brown writes that at times the client system is not really committed to a change program. Members may verbally express commitment to the proposed OD program, but their behaviors are not congruent with their words (Brown, 2010, p. 103). I think this is so true in the Grayson Chemical Company case study. The other board members are all for modernizing the company but want to limit what Baker does. I feel like anyone can say they are for change but actions do speak louder than words and these other board members are not sticking to their commitment. Miriam Carver explains that companies should not look for someone to be CEO whose skill set duplicates that of the outgoing CEO (Carver, 2004, p.4). Being key components of the company, this is exactly what the board set out to do when they hired Baker. Baker is a fresh set out eyes for this company and they wanted him to launch this company into a better place. That being said, the board seems to want him to duplicate what the old CEO’s did. They want Baker to change the company but they also display signs of wanting him to not make drastic changes. It can be concluded that the style of the current board members is to say what they want but not allow for anyone to complete the task without doing what they deem is correct. This creates a problem in management style and for the company as a whole. In conclusion, I believe that Baker is stuck between a rock and a hard place. He was brought in to do a great job in transforming this company but it seems like the other board members want to stifle his ideas. He wants to hire people he knows while the other three has totally different recommendations. I do not believe this company will be able to survive its downward slope without allowing Baker to have full control. Baker should try and do what he can to appease everyone but that can be an unrealistic expectation.
Brown, D. R. (2010). Experiential Approach to Organization Development (8th Ed.). Upper
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- Spring '19