Delta Pacific Caste Study
The Delta Pacific cases study present challenges that occur in an organization changing its business model. Initially, the company utilized a traditional model within which customer relationships were built through the services and products supplied by the company (Hannay, 2013). However, a change in the model required the company to build customer relationships using the expertise and knowledge of its employees.
This case scenario shows that a lot of patience is required when transitioning from one business model to another to allow employees some time to understand the concept of their redesigned jobs. Additionally, it appears that the success of a new business model is highly dependent on the changes made to the company’s organizational behavior. Lastly, the firm’s leadership should have carefully examined its new strategy, and ensured that it was well set to achieve long-term success.
Initial review of the contingency plan that could help assist within this case study would have been the Situational Leadership model, however after further research, The Robert House’s path-goal contingency model can be used to affect the organizational change in Delta Pacific. The theory is based on the idea that goals are achieved when some effort is put in, and a reward is given after achievement (Lipman-Blumen, 2014).
Additionally, the reward should be valuable enough to encourage the followers of a given leader to work harder. In Delta Pacific’s case, the situational leadership contingency can also be very effective in organizational change. This model relies on the use of skills and motivation level to gauge the employee’s maturity in the work place, and their desire to accomplish given tasks respectively. As part of my change initiative, I plan to employ the situational leadership model because it allows the leadership of followers based on their level of readiness.
The change in the business model in Delta Pacific has led to various issues, requiring alterations in the organization’s behavioral system (Hannay, 2013). The situational leadership contingency model will be used to bring a change in the firm’s organizational system. The model will allow the utilization of a participating leadership style, whereby the leader will work with the followers to ensure that tasks are completed successfully. Based on the results of the Myer-Briggs type indicator, I believe that I am the best leader to help achieve these changes.
The current global environment does not allow companies to utilize traditional factors if they aim at maintaining a competitive advantage over other businesses. For this reason, firms have to restructure their operations to ensure that modern factors are utilized as seen in the case of Delta Pacific. Alongside the shift to product-oriented to knowledge-oriented line of operation, Delta Pacific requires a change model that ensures the success of this shift.
Although Delta Pacific has already acquired a new business model, it requires the situational leadership contingency model to ensure that organizational changes are also achieved.
IV. Supporting Topics
a) Analysis of the situational Leadership (McCleskey, 2014)
b) Grouping employees into their respective readiness level
c) Application of the participating leadership style
d) Expected changes from the use of this leadership style
a) Proper planning before instituting major changes in the company’s operations
b) Clear definition of employee motivational factors
The continuous decline in the profitability levels of Delta Pacific can be attributed to the change in the business model, the organization structure and leadership model used. The situational leadership model provides the firm with a participation leadership style, which guarantees long-term success.
Hannay, M. (2013). A new direction for Delta Pacific-a case study. Journal of Business Cases and Applications, 8, 1.
Lipman-Blumen, J. (2014). The Essentials of Leadership: A Historical Perspective. In Conceptions of Leadership (pp. 15-37). Palgrave Macmillan US.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.