Organizational leadership

Organizational leadership
Dunn’s Emporium Experiences Growth

Dunn’s Emporium is going gangbusters and George who owns the deli next door is getting ready to retire. Dunn is in the process of acquiring The Deli. Although most of the local long-time employees at Dunn’s and The Deli have been on board with the merger some employees have never been happy.

The Deli people did not trust the new ice cream manager because of his age. Fresh out of culinary school, John Levitz, at age 22 became the ice cream manager. Ice cream was one of The Deli’s biggest iconic menu offerings. The ice cream is homemade and The Deli offers a special flavor each week. John has big ideas in expanding the ice cream business by having classes and opportunities for customers to make their own flavors. He is passionate about his job but sometimes rubs the older employees the wrong way. He can be arrogant about his skill. He thinks he is being confident. The chef at The Deli is jealous of the newcomer because he has wanted to change the menu for some time. He thinks that George’s retirement will be the demise of his dreams because the new General Manager that is working with George is not on board with innovation. His attitude is “if isn’t broken don’t fix it.” However, the new General Manager tells Dunn and George that he is happy with making changes.

Dunn’s sporting goods has had a change of employment as well and a new group of South American immigrants has come to work at the Emporium. Dunn is impressed with the wonderful skills of the workers as they display outstanding repair work and the group’s work ethic as seen by their willingness to work long hours during the ski season is impressive. Dunn’s long term employees agree that the new employees are a good addition to the staff but find working with the group hard because they are not able to understand Spanish and sometimes it creates problems in communicating order information. Also, the group tends to stick together. They even eat lunch together despite attempts by the other employees to get them to join in with the rest of the group. There seems to be a growing frustration on the part of the original group. What neither the original employees nor Dunn know is that because of the language barrier the new South American employees are apprehensive about being included in the group because they cannot speak English well and do not know how to break the language barrier. What the original employees do not know as well is that Esteban Enrique has asked to be promoted to the vacancy as head of the second shift in the repair shop. Dunn has concerns that if Estaban is promoted that it might be hard to keep the cohesiveness of the group. He is especially concerned because his nephew who works the evening shift during the off season would like the job. In short, Dunn has to revisit his organizational structure, culture and vision to make the changes necessary to prevent future problems with the business. Further, he hasn’t told anyone but he wants to put in new software to monitor the staff hours, payroll, and business sales. It will make information gathering much easier but will require some staff scheduling changes and authority delegation.

In the assignment project, the saga of Joseph Dunn’s leadership at Dunn’s Ski Emporium and The Deli continues. Students will analyze a case study and then write a consultancy report applying concepts and ideas learned throughout the course. Students are expected to effectively use a wide range of the course readings in completing the paper, which means the course readings are used to support ideas and reasoning rather than as stand-alone statements.

The purpose of this project is two-fold. First, students will learn how to write a consultancy report and second, students will link the concepts of Dunn as a social architect, change agent, and individual to Dunn as a relationship builder. Think of a relationship builder as a leader who aligns people to his or her vision.

Students will act as a consultant hired to help Dunn address his role as a relationship builder. Interface the plan you created in Assignment #1- The Role of a Leader, with a plan for Dunn’s need to address the potential threats to workforce harmony. Emphasize his role as leader and what he can do to build his relationship with his employees so that he empowers his managers and workforce to implement his vision for the company. Students are expected to be realistic in applying the concepts from the course to expand Dunn’s environment and leadership role.

Remember that in order to determine strategic direction, the leader must look inward, outward, forward and beyond.

In writing this paper, it is necessary to perform an analysis in terms of how and why Dunn will take a certain course of action related to the questions below. Students are not covering the topics superficially but are required to use the course readings to explain the detail:

Students will create a Consultancy Report:

Using the leadership plan; explain all the changes that Dunn might consider in keeping his business expansion going strong;
Discuss how Dunn should address cultural diversity within the organization;
Examine and explain the areas in the original plan that would require change to accommodate Dunn’s role as a relationship builder;
Discuss the leadership challenges that Dunn himself must address in the areas of personal skills, leading change, diversity, knowledge management, office politics and empowerment;
Discuss how Dunn can use John’s knowledge of The Deli business to his advantage.

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