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BUS 660 WEEK 5 FORUM - PROFESSORMartinCain Readings...

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BUS 660 Contemporary Issues in Organizational Leadership   WEEK FIVE FORUM   PROFESSOR Martin Cain     Readings Read Chapters:  11  ( pg. ) ;  12  (p. )  Hughes, R.L. & Ginnett, R.C. & Curphy, G.J.  (2009).    Leadership: Enhancing the lessons of experience  (6th  ed.).  New York, NY:  McGraw-Hill Irwin.  Discussions Contingency Theory of Leadership Highlight the most prominent situations affecting leadership from the Industrial Age to the Information Age. Then, briefly discuss two of the contingency theories of leadership. 543-544 MY FORUM: Now a new age is emerging, and in this information age many of the fundamental assumptions of the industrial  age are becoming obsolete (Hughes, Ginnett & Curphy, 2009, p. 543).  The two situations that I found that  affected leadership from the Industrial Age to the Information Age were:  links to customers and suppliers; and  customer segmentation.  Within the industrial age, the leaders of organizations and their employees dealt with  their clients, distributors and suppliers through methods that served their own self interest without any outside  duress.  Information technology enables today’s organizations to integrate supply, production, and delivery  processes and to realize enormous improvements in cost, quality, and response time (p. 544).  Therefore, the  information age has created more complex and equitable business commerce. Longer-term thinking is  replacing planning by "quarters." Leaders are creating opportunities for teams to build skills, think fast, fail fast.  Problems are solved by considering new solutions rather than relying on past formulas (Fitzgerald, 1990, p. 1).  When dealing with the topic of customer segmentation, the   “Industrial age companies prospered by offering  low-cost but standardized products and services…” and “Information age companies must learn to offer  customized products and services to diverse customer segments” (p. 544).  The process of segmenting  customers by their service expectations give a company a rough idea of the cost of satisfying each segment.  To decide which segments are the best targest, the company must determine who its most valuable customers  are, compared with the likely costs of serving them (p. 2). According to Hughes, Ginnett and Curphy (2009) “…Fiedler’s contingency model of leadership is probably the  earliest and most well-known contingency theory…” and “…maintains that leaders are much more consistent in  their behavior” (p. 590).  Fiedler's reasoning of why there needs to be a match between leadership style and  the situation reinforces that leader's working in the wrong (mismatched) situation are ineffective. He has 
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