rick parr archer daniels midland (adm)
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Rick Parr- Archer Daniels Midland (ADM)
Company
Rick Parr- Archer Daniels Midland (ADM)
Company
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Group3: Banana
1. Nguyễn Văn Ái2. Trịnh Ngọc Hồng Anh3. Phạm Khánh Duy4. Cao Thị Hà Duyên5. Nguyễn Minh Khôi6. Nguyễn Thị Loan7. Nguyễn Hồng Vân
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ContentsContents
Summary Case
4
1
2
3
Q & A
Answer Questions
Solutions
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I. Case SummaryI. Case Summary
1. Introduction to Archer Daniels Midland (ADM) Company
An American global food-processing and commodities-trading corporation
One of the largest agricultural processors in the world (27,600 employees globally)
Was named the world's-most-admired food-production company by Fortune magazine for three consecutive years: 2009, 2010 and 2011.
Ranked 59th on the 2007 Fortune 500 list.
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Products: & Service
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CEO: Patricia Ann Woertz
Formerly, she was Executive Vice President of the Chevron Corporation, where she spent 29 years and served as its Executive Vice President of Global Downstream
has served as the President and CEO of Archer Daniels Midlandsince 2007
with annual revenues around $70 billions, ADM largest publicly traded US company headed by a woman.
Ranked 4th and 6th in Fortune list of “Most powerful women”
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2. Case Analyze2. Case Analyze
Rick Parr – manager in a department making small parts
Job: supervise the production of one part that is used as a component in other products.
His employees find the job boring – low pay Parr’s way of managing: watching the
employees closely + keeping them informed of their output, discipline anyone who did not meet standard productivity
=> His employees’ opinion: okay boss productive
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An event: in a larger department that designsinstruments (dụng cụ) to customer specifications,the manager retired Parr got promotion Situation: Parr never did/supervised design work before. Employees: engineers doing a good job/well paid. Parr observation: employees’ doing their work
differently. Parr started telling them how to do a better job
of desiging Employees complained the manager didn’t know
the job but had to do like he said in front of his supervision
After he left, they did in their own ways.
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Problem : Rick Parr being claimed to be a poor manager. His boss knew the incident with some facts: the performance of design department went down. The boss called Parr to his office to discuss.
=> How to solve?
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II. Answer QuestionsII. Answer QuestionsQuestion 1: Which leadership style would
Fiedler say Rick Parr uses?
Answer: Task - motivated Ineffective when applied his usual manner
of management for the new field =>Dissatisfaction and complaints of
employees=> Productivity went down Made mistakes due to: - The different essence of fields: making
small parts and design => Different ways to manage
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Question 2 :Is Parr using the appropriate power? If not, which power should Parr use (Chapter 4)
Answer: Parr used position power from holding the
management positionParr used inappropriate power because he
failed to make the employees follow his way as well as let the performance in the design department go down.
Parr should use and combine two appropriate powers: referent power and expert power
Referent power: applying this power means manager try to be closely with and build good relationship with his employee
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III. SOLUTIONIN THE ROLE OF JOSE GOIZUETA
III. SOLUTIONIN THE ROLE OF JOSE GOIZUETA
Leadership Participation Styles
Decided Consult individually Consult Group
Delegate Facilitate
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The meeting with PARRThe meeting with PARRIndividuallyDirectlyContent of some talk:Checking the ability to handle the
design department : knowledge, art mind and so on
The problem between Parr and other employees.
*SOLUTION : Do not use the authority to work, let’s hear the ideas from employees and find the good way to manage and observe
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Thank You!Thank You!