I
MCD 2040
Managing people & Organizations
Assignment: Case Study of RENWE YOURSELF BEAUTY CLINIC
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Word count:
II
Table of contents
Executive summary ······································································································· III
1.0 Problem identification and analysis ··············································································· 1
1.1 Bruce’s autocratic style of leadership ·········································································· 1
1.2 The lack of motivation among kitchen staff ··································································· 2
1.3 Drum’s inappropriate succession planning and management ··············································· 2
2.0 Statement of major problems ······················································································· 3
3.0 Generation and evaluation of alternative solutions ···························································· 4
3.1 Solutions for providing Bruce with an effective leadership ················································· 4
3.1.1 Weekly meeting with staff ··············································································· 4
3.1.2One-on-one communication with staff ·································································· 4
3.1.3 Management by walking around (MBWA) and observation ········································ 4
3.2 Solutions for motivating kitchen staff ·········································································· 5
3.2.1 The establishment of break area ········································································· 5
3.2.2 The salary for overtime work ············································································ 6
3.2.3 The training and mentoring for Lesley ································································· 6
4.0 Recommendations ····································································································· 7
4.1 Create more democratic leadership by the weekly meeting ················································· 7
4.2 Motivate kitchen staff through the establishment of break area ············································ 7
5.0 Implementation ········································································································ 8
5.1 Implementing more democratic leadership by the weekly meeting ········································ 8
5.2 Implementing motivation of kitchen staff through the establishment or break area Error! Bookmark
not defined.
References ·················································································································· 10
III
Executive summary
The intention of this report is to focus on evident problems of RENEW YOURSELF BEAUTY CLINIC
which is a private surgery clinic in a small rural Australian town providing meal services for both patients
and staff 24 hours a day. Bruce from army failed to make clinic operate effectively and efficiently after the
Brian’s death, thus leading to several coming issues including the increase of sick leave, low food quality
and low productivity. Therefore, there are three major problems that will be identified and analyzed, which
include autocratic leadership using the university of lowa studies from behavioral theories, a lack of
motivation using Maslow’s hierarchy of needs and the Drum’s inappropriate succession planning using
succession planning and management theory from human resource management. And the first two major
problems will be solved with three solutions for each problem. Besides, the recommendations and
corresponding implementation will also be discussed. This report is vital to the clinic because these solutions
can bring a positive influence such as high productivity, decreasing customers’ complaints and high quality
food.
IV
1.0 Problem identification and analysis
At RENEW YOURSELF BEAUTY CLINIC, there are several problems due to the transition of
management. Originally, Brian established a family-like work atmosphere. Then, Bruce from army changed
the management mode. And three problems will be discussed.
1.1 Bruce’s autocratic style of leadership
Bruce’s autocratic style of leadership is inappropriate and inefficient. The university of lowa from
behavioral theories of leadership states that an autocratic leader who demands high performance will
centralize authority, allocate work methods, take control over all decision-making and limit employee
participation (Robbins, Bergman, Stagg and Coulter, 2015, P.654). Bruce introduced stricter rules and orders
such as time clock and assembly lines, which shows that Bruce just dictated inflexible work methods
without considering staff’s willingness, thus leading to people working like machines doing the repetitive
work. What is more, he shifted cleaners’ responsibilities to the kitchen staff without informing the kitchen
staff, which means Bruce could change job’s description under his total control. Besides, Bruce also limited
