maram assignment

1 B325 TMA – Version 2 – Summer 2020

Faculty of Business Studies

Arab Open University

Managing Across Organizational & Cultural Boundaries B325

Tutor Monitoring Assignment – Version 2

Spring 2020

2 B325 TMA – Version 2 – Summer 2020

A New Leadership Culture

It’s been 6 months since Kolab was hired to lead a large, nonprofit organization called,

International Education Center (IEC), which provides international education and information to

the citizens of a Midwestern state. The organization provides opportunities for individuals to learn

about different cultures and to gain an understanding about their role as citizens of the world. It

does this by connecting the people of the state with visitors from all over the world in order to

meet and learn from one another.

Prior to the job at the IEC, Kolab directed national programming and services for the Office

of Refugee Resettlement (ORR) in Washington, D.C. Before her job at the ORR, she worked for

an international relief agency and traveled extensively throughout Southeast Asia and Africa,

working in the organization’s field offices, managing its daily operations.

Kolab, born in Cambodia, fled with her parents to the United States as refugees during the

regime of Pol Pot and the Khmer Rouge (the followers of the Communist Party who ruled

Cambodia from the 1975-1979). Her experiences growing up as a refugee fuel her motivation and

passion for international work. It also shaped her expectations and working style. She is known to

her colleagues as a “go-getter” and a “high performer.”

The board of trustees thought Kolab’s international experiences and goal-oriented,

achievement-focused attitude was just what they needed to expand the organization on a

national level. The previous president, Hanh, did not have the strategic thinking and vision to

move IEC, even though she was very effective at building relationships throughout the state. After

10 years with IEC, Hanh decided to step down from her leadership role. This gave the board of

directors an opportunity to hire someone like Kolab who can challenge employees and push the

organization to reach its financial and fundraising goals.

Since Kolab’s hire, employee productivity and motivation has decreased. Staff used to

enjoy coming to work, talking with one another, and planning programs and services for the

community. Now they come to work because “we need a paycheck,” and they accomplish their

3 B325 TMA – Version 2 – Summer 2020

tasks because “Kolab told me to do so.” There is no enthusiasm for the mission of the organization

and the vision for the new work that Kolab and the directors created in a strategic planning meeting.

A couple of times, when Kolab passed employee cubicles, she heard comments like, “She works

us all like we don’t have a personal life,” “She’s so impersonable,” “I miss just chatting with

people,” and “Hanh was never like this. She always made time to talk to us.”

Just last week, Kolab had a staff meeting, and the majority of staff sauntered in late.

Throughout the meeting, they gave her blank stares, and, as soon as the meeting was over, they

quickly left. Kolab is tired of the staff attitudes and behaviors. “The culture of this organization

can’t operate the way it used to. I am determined to change it,” she thinks to herself.

4 B325 TMA – Version 2 – Summer 2020

Question 1 (50 Marks) – 750 words

Styles of leadership differ from one manager to another.

1. Discuss various types of leadership styles with reference to the case. a. Romantic

b. Heroic

2. Which style do you consider Kolab is adopting and why? a. Heroic

3. How did it differ from the style adopted by Hanh and how is it affecting employees’ productivity and motivation?

Support your answer with evidence from the case.

5 B325 TMA – Version 2 – Summer 2020

Question 2 (50 Marks) – 750 words

Tension can be divided into 4 levels.

1. Discuss these levels from B325 perspective. a. Level one - the notion of tension

b. Level two – the notion of multiple, interacting tensions

c. Level three – the notion of tensions in specific management areas

d. Level four – the notion of deconstructed tensions.

2. Critically discuss what Kolab needs to do at each level to alleviate various levels of tension?

Support your answer with evidence from the case.