BMAL 501 RST Carports and Metal Roofing ASSIGNMENTS 2022.pdf

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Running Head: RST Carports and Metal Roofing

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RST Carports and Metal Roofing

A comparison between the current and previous leaders at RST shows previous

management has more experience. The previous RST president, for instance, has about 37 years

of experience, whereas the current president has no experience when he begins his role.

Similarly, the operations manager had no experience before starting at RST in 2017, whereas the

previous manager had more than 30 years of experience. In the current management, the critical

position of purchasing and materials manager is headed by an individual with no previous

experience, whereas previously, four managers served under these roles whereby the materials

manager had 37 years of experience, the first purchasing manager had about 30 years’

experience, and those succeeding him had more than two years’ experience in the role. The

difference in experience levels is likely to cause a decline in performance. Previous management

recorded high-performance levels because years of experience allowed for better handling of

the organization's performance. The previous president used servant leadership, showing concern

for the employees by addressing their needs. Servant leadership emphasizes satisfying employee

needs for long-term success (Mansaray, 2019). The previous president provided support to

employees to assist them in achieving their goals. The environment created by this leader

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RST Carports and Metal Roofing

ensured that employees were motivated to share their idea and participated in the decision-

making process.

However, the new president uses transactional leadership, which focuses on achieving

short-term goals rather than long-term ones. Under this leadership style, the president is in

charge of decision-making. The leader's primary focus is meeting the organization's expectations

by operating within the systems. A leader emphasizes efficiency in business operations and

supports systems that reinforce the existing structures for performance (Mansaray, 2019).

Transactional leadership is different from servant leadership which is most likely why the

organization is failing. Employees are used to another system and need a leadership style that

eases them into the change.

Research shows that transformational leadership style could have affected change at RST.

Transformational leadership identifies the needs of the employees and establishes ways of

addressing them. This leadership style emphasizes the value of the employees to the organization

preventing problems from arising within the organization. Transformational leaders can

employees, whereas most new directions used autocratic. Democratic leaders allow for the

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RST Carports and Metal Roofing

participation of employees in the decision-making process, which is different from authoritarian

leaders (Mansaray, 2019). Autocrats issue instructions that employees should carry out. While an

autocratic decision-making style could work effectively for some organizations, it may not be the

case for RST. RST employees are used to hearing their opinions and making input on company

decisions. A decision-making style ensuring employees provide their information could have

affected the employees' acceptance of the change (Mansaray, 2019). The president, in particular,

uses autocratic decision-making, setting the pace for organizational activities. Most leaders,

therefore, use this decision style to influence the acceptance of change.

An analysis of new management power shows that most are acquired through coercion.

Often, this method of power yields resistance from employees. Coercive power, such as that

exercised by a new president, yield compliance but fail to influence employees to support change

influence the employees was high. Referent power supports other employees and thus is a

significant source of influence (Peyton et al., 2019). These power dynamics affected the

role of employees in the organization. For most employees, change means getting uncomfortable

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RST Carports and Metal Roofing

as normality is disrupted. Therefore, leaders must help employees ease the transition gradually

(Mansaray, 2019). In RST's case, the new management brought new changes to a company that

had existed for several years and, therefore, possibly had employees who had worked for long

periods at RST. These employees needed assistance to work with new management rather than a

new set of work rules.

The change at RST was affected by new management introducing a new organizational

structure that involved laying off vital managerial positions and having individuals with little

experience running them. For a large company, These administrative positions serve a purpose in

the organization's performance and employee management (Mansaray, 2019). The new

leadership dissolved some essential functions to form one unit for management. This move was

reflected in the quality of the product as the rate decreased due to problems with sourcing and

management.

For years, employees at RST were defined as critical stakeholders in the decision-making

process. With the change, employees lost this position and their position at the company was

threatened (Leitão et al., 2019). The new management also forced a deduction on the employees'

contributing to ways the company can improve its performance. Most leaders are autocratic,

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RST Carports and Metal Roofing

which harms performance, especially in a changing environment (Mansaray, 2019). Leaders

should explore transformational leadership in this changing environment.

The new management at RST should address the concerns of its employees. The

organization's problems arise from the failure to look at the needs of the employees and manage

them (Leitão et al., 2019). Employees need better working conditions, such as training for new

and old employees for safety purposes. The employees also need better management to ensure

work runs smoothly and their opinions are listened to. RST employees need better compensation

for their work and should not be forced to have salary deductions. Under compensated,

employees are likely not to give their best work (Leitão et al., 2019). The employees should not

be forced to work overtime, and their jobs threatened when they fail to report for overtime work.

The company should realize the value of its human workforce and use it to get good performance

in the right ways.

The management at RST needs to establish ways of retaining talent within the

organization. Retaining talent is cheaper than hiring new employees (Tamunomiebi & Worgu,

2020). However, RST has a high turnover rate in specialists, and the new hires cannot effectively

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RST Carports and Metal Roofing

Biblically God strengthens and supports his people. This principle relates to this topic as

God is a leader who leads many people. As humans, we are supposed to emulate his example,

and in this case, it is the responsibility of leaders to support those below them in achieving their

goals.

The current management decisions by the new president of RST disregard the foundation

on which RST was built. The organization has consistently profited by valuing its employees and

addressing their concerns. The organization's poor performance after the change has been caused

by management treating employees as replaceable, which has caused high turnover. Differences

in leadership styles, such as the president using transformational leadership, could turn the

organization around from failure to what it once was.

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RST Carports and Metal Roofing

References

Leitão, J., Pereira, D., & Gonçalves, Â. (2019). Quality of work life and organizational

performance: Workers' feelings of contributing, or not, to the organization's

productivity. International journal of environmental research and public health, 16(20),

3803.

Mansaray, H. E. (2019). The role of leadership style in organisational change management: a

literature review. Journal of Human Resource Management, 7(1), 18-31.

Peyton, T., Zigarmi, D., & Fowler, S. N. (2019). Examining the relationship between leaders'

power use, followers' motivational outlooks, and followers' work intentions. Frontiers in

psychology, 9, 2620.

Tamunomiebi, M. D., & Worgu, V. O. (2020). Talent management and organizational