Famous company T Link

51Due教员组今天给各位留学生带来一篇纯原创代写范文，讲的是T-Link企业，希望这篇可以帮助到各位留学生，同时需要代写也可以直接联系我们51Due客服vx（vx：Jenny_dynh）进行咨询。 

Metaphors

Organization as the "machine", which is the cornerstone of bureaucratic system development, effective but clumsy. In the case, goals before the meeting are set. A structural organization among the managers have also been identified, as each of them is in charge of a different region. There is also hierarchy between different members of the organization. Instructions are given to the members like inputs for a machine. Also, the case shows how organization resembles a "brain." Through negative feedback, organizations become learning-oriented to achieve correct decision-making. Like in the case when people adjust their speeches under different circumstances, a brain also has the ability to sense, monitor and examine the environment. There is also the need for creativity in developing a globally-applicable system. This is similar to how a brain uses creative actions to solve complicated problems.

Responsibility

The responsibility of managers and leaders consists of the micro and the macro scales. On the micro level, managers need to be aware of the specific issues and problems in the organization. Failing to do so would imply poor management skills. For example, Dottie seemed surprised when Andreas talked about the issues of customer tension in her own administrative area. This shows that She has failed to attend to the detailed problems in her region. On the macro level, managers must also be able to generalize smaller problems into larger trends. By analyzing the causes and the consequences, they need to make strategic responses to resolve problems.

Leadership Style

The failure to establish an approachable leadership style leads to ineffective communication. During the interactions, there was little sense of care and respect from Abigail. As one of the members of the meeting is habitually late, Abigail “shook her head disgustedly,” instead of addressing the problem in a more active and constructive manner. For example, a joke can both address the problem and remind the later manager without causing any embarrassment. Walking into the room, Abigail gave a courtesy nodding without acknowledging the members present and absent in the room, including the feasibility team. Jumping right into the presentation without adequate “warming up” makes it more difficult for effective communication.

Communication

In carrying out their responsibilities, managers need break free from the hierarchical mindset and respect the input from their subordinates. Communication should be carried out in a professional and impersonal tone as much as possible to maintain efficiency. A major issue in the case is the excessive will of the leader, Abigail Craft, vice president of marketing and sales. The problem of Abigail is that she is terrible in not letting out her negative emotions and responses, which are quite visible to others. Being a leader can submerge one into an environment where every else becomes more agreeable and accommodating to her personal styles. However, this is detrimental in the long term as it hinders effective communication. For example, Abigail did not give people time to read the outline before dimming the light, which is a sign of her inconsideration. In addition, the sharing of information in the case are carried out in an unorganized manner. Conversations are constantly interrupted and there is no flow or continuation of ideas. Abigail does not provide constructive feedbacks, or any feedback at all to the information sharing. Instead, she simply asks for responses from a confused and unenthusiastic audience. As Michael predicted in the beginning, the two-day meeting would achieve very little with this fragmented and compulsory mode of communication.

Power & Roles

It is obvious that Abigail is the person with the most power in the case. This is demonstrated by her more arbitrary and leading actions, and how the other members play along. There is not a clear delegation of roles in the discussion. There should be information providers, facilitators, and people with different opinions. However, with Abigail assuming the dominant role, all of the directors become information providers, yet there is no critical response from anyone. It is believed that this form of discussion should be change. The role of Abigail should switch from the steering position to the supportive and organizing position. After giving an address on the general goals to achieve, Abigail should provide all the directors an opportunity to come up and present their own cases. Meanwhile, the other members should focus on providing critical responses and solutions to the problems of others. These responses should combine to form a global framework that serves the purpose of the meeting. The active and passive roles of Abigail and the directors should be interchangeable and flexible, not fixed.

Dignity & Human

The T Link Enterprises case is not a human-focused workplace, since the hierarchical structure has had detrimental effects on people act across administrative levels. Leaders (Abigail) views the employees as subordinates who should follow orders, instead of creative human beings who can play a more active part in decision making. Meanwhile, there is little sign of respect for personal dignity on both sides. For the leader, it seems ordinary to act arbitrarily in front of the directors. She has forgotten the basics of human interaction. The loss of the personal touch alienates the staff and lead to miscommunication. On the employees’ perspective, little effort of active contribution to the discussion is observed. Meanwhile, behaviors of being late and lack of professionalism are not taken seriously.

Culture

In the case of T Link, the meeting of the directors demonstrates very little positive corporate culture. Corporate social responsibilities are neglected, while the current gains and losses seems to be the only focus of the organization. The meeting does reflect on the company’s long-term interests and developments. However, there is no mention of the interests of the company’s employees, or the long-term development of a loyal and efficiency staff. As mentioned by Abigail, the turnover of the company is very high. This also indicates the lack of a positive corporate culture that motivates the employees to stay and work hard. Moreover, self-centeredness and a lack of humbleness is identified. While everyone tries to voice their own opinions, no one takes others’ words into careful consideration. As a result, the meeting gets dominated by Abigail and little is achieved.

Suggestions

There is a major conflict between globalized efficiency and the need for specialized attention in different regions due to the cultural differences. This conflict must be resolved by balancing the interests of all the directors and the regions they represent. The pros and cons for each region under a specialized or a globalized approach should be presented. This is why it is necessary for individual directors to contribute, instead of passively providing feedbacks. There is also the possibility of a compromise and tradeoffs, having analyzed all the potential effects of the alternatives. In terms of employee motivation, the leader of the meeting should adopt a more supportive and subordinate role, encouraging every member to voice their honest opinions uninterrupted. Giving positive feedbacks to ideas may be a good start, instead of negating the input from the members arbitrarily. Finally, in the machine and brain metaphors, feedback mechanisms are the most important for the system to function. Alienating the control with the implementation departments will only lead to inefficiency and disorganization. Therefore, the link between individual directors and the manager should be strengthened through organization structure, from a hierarchical structure to a radial pattern structure with increased interactivity.

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