What insights did you gain from your colleague’s posting? Offer an alternative suggestion. If you reside outside of the United States, how might this information apply?

Respond by Day 5 to at least two of your colleagues’ postings. In your responses, be sure to address one of the following:

Expand on your colleague’s posting. What insights did you gain from your colleague’s posting? Offer an alternative suggestion. If you reside outside of the United States, how might this information apply?

The case study of Data General’s Eagle Group includes descriptions of different management styles. Tom West led the Eagle Group. Tom was described as being unapproachable and cold, but also inspirational and good at stirring up excitement and drama (Bolman & Deal, 2013). Carl Alsing led the Microkids, which were the Eagle Group’s software developers responsible for the new computer’s assembly language. Carl was described as being approachable, warm, and a social director (Bolman & Deal, 2013). The Eagle Group was a diverse group of individuals. Each management style contributes to the organization’s culture.

Tom’s style has strengths and weaknesses that affect the organization’s culture. An advantage of Tom’s style is that it contains aspects associated with transformational leadership. Transformational leaders inspire and stimulate intellectual thought amongst team members (García-Morales, Jiménez-Barrionuevo, & Gutiérrez-Gutiérrez, 2012). Providing inspiration can create a culture that has a sense of purpose and a shared mission (García-Morales, Jiménez-Barrionuevo, & Gutiérrez-Gutiérrez, 2012). Stimulating team members is aligned with the culture at Data General and personnel are encouraged to be creative (Bolman & Deal, 2013).

A disadvantage of Tom’s style is that he does not create friendships with his team members. Having a cold persona can create a culture in which team members are not likely to build a caring and respectful community. Having a cold persona seems to be aligned with the culture at Data General. Personnel at Data General tend to be direct, confrontational, and irreverent (Bolman & Deal, 2013). Carl indicates that a cold persona is a negative characteristic when he mentions that the Microkids think that Tom is an ogre (Bolman & Deal, 2013).

Carl’s style has strengths and weaknesses that affect the organization’s culture. An advantage of Carl’s style is that it contains aspects associated with authentic leadership. Authentic leaders convey their real feelings and thoughts (Leroy, Palanski, & Simons, 2012). Carl conveys his true self when developing personal relationships with his coworkers. The case seems to indicate that conveying true feelings is aligned with the culture at Data General. This is illustrated by examples of personnel being direct with each other. Authentic leadership can be associated with followers building an emotional commitment to the organization (Leroy, Palanski, & Simons, 2012).

A disadvantage of Carl’s style is that at times he goes around his boss, Chuck Holland, and Carl may tell people to do something that Chuck is not in agreement of (Bolman & Deal, 2013). The case study seems to indicate that personnel oftentimes act independently. For example, Steve Wallach is described as a maverick. Acting independently is aligned with the culture at Data General. Doing something that clashes with what your boss desires can create a culture that is divergent and disharmonious, but it can also allow for more creativity.

Data General’s Eagle Group was encouraged to be innovative when developing a new computer. Innovative success is oftentimes associated with a unique organizational culture (Büschgens, Bausch, & Balkin, 2013). The Competing Values Framework can be used to categorize an organizational culture on two axes (Büschgens, Bausch, & Balkin, 2013). The first axis indicates the amount of control versus flexibility and the second axis indicate the amount of internal versus external orientation (Büschgens, Bausch, & Balkin, 2013). Innovative organizations, like Data General, should have a developmental culture that has a flexible and external orientation (Büschgens, Bausch, & Balkin, 2013).

References

Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, & leadership (5th ed.). San Francisco, CA: Jossey-Bass.

Büschgens, T., Bausch, A., & Balkin, D. B. (2013). Organizational culture and innovation: A meta-analytic review. Journal of Product Innovation Management, 30(4), 763-781. doi:10.1111/jpim.12021

García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of Business Research, 65(7), 1040-1050. doi:10.1016/j.jbusres.2011.03.005

Leroy, H., Palanski, M. E., & Simons, T. (2012). Authentic leadership and behavioral integrity as drivers of follower commitment and performance. Journal of Business Ethics, 107(3), 255-264. doi:10.1007/s10551-011-1036-1

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