The Perils and Pitfalls of Leading Change: A Young Manager’s Turnaround Journey: Daniel Oliveira
Art and Science of Leadership: Give an Overarching Synopsis of the Case
The case is about a well-educated young person who excels in academic education and begins to work in a successful company, the Brazilian fashion chain Clothes & Accessories. He proves his abilities as he rises through the ranks in that company, and consequently, the management decides to grant him a more challenging task and assigns him a leadership role in a poorly performing region. Get legit paper writing services now!
With his experience, Daniel Oliveira, can factors that could be causing poor performance and immediately starts implementing changes. These changes are not well received by the staff in the new store, who report his poor management skills to the business’s management. What Daniel had failed to do is study the culture in the new company and integrate his findings with his proposed changes to avoid resistance.
Art and Science of Leadership: Do You Think Oliveira Was Ready for the Job?
I think Oliveira was ready for the job, and that is why the management chooses to assign a very fresh person, who would revolutionize the culture in that region. People who had more experience in the store had failed in improving the performance due to the various blind spot towards the culture. A backlash was therefore expected, another opportunity for Daniel to learn the importance of understanding the people he is leading.
Art and Science of Leadership: What is Your Opinion of the Clothes & Accessories Strategy?
Prado asked Oliveira to consult, Douglas Fischer, the former store manager, to understand how the store would be run. According to Prado, Daniel only needed to understand the culture of the store to run it effectively. This was, however, not part of the business’s leadership development strategy that encourages innovation at all levels of its employees.
Art and Science of Leadership: What Changes Should He Implement?
Oliver should implement changes in the general culture of the store. He should point out all the flaws he finds from an outsider’s point of view. These include the speed at which the employee serves the customers. The employees in the store were not efficient in controlling the foot traffic in the store. This is why there was crowding the around the fitting rooms and the cashier. Proper merchandising is another change that should be implemented in the store, as Daniel realized the appearance of the mannequins could be optimized for better merchandising (Nahavandi, 2009).
Art and Science of Leadership: Critique Oliveira’s Approach to Leading the Turnaround Process
Oliveira’s approach was good but needed one improvement; understanding that leadership does not happen in a vacuum, but amongst people who are accustomed to a certain culture. Any attempt to change this culture with the intent of improving the performance of a team may be taken as disrespectful and resisted. John would have, therefore communicated effectively with the staff in the new store and informed them of all the changes he was suggesting. The team would have together figured out an effective was of implementing these changes (Nahavandi, 2009).
Art and Science of Leadership: Justifies Prado’s Reaction When Oliveira Returned from Vacation
Prado knew that Daniel was a very good manager who needed more experience, and therefore he saw the resistance that Daniel was facing in the new store as a teachable lesson. With the understanding of how to work along with his team members, Daniel would become a successful manager, with the potential of succeeding further in the business (Nahavandi, 2009).
Art and Science of Leadership: Recommend a Sound Strategy
Oliveira needs to implement effective communication into his leadership strategy. His strategy of revolutionizing a business for better performance is brilliant. He, however, should present the changes he wants as proposals to the staff and ask for suggestions on effective methods of their implementation. This would make the staff feel part of the turnaround process and do their best for the success of the store (Nahavandi, 2009).
