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Answer Case Study A Window On Life

Group 7 Members: Vu Thi Bich Ngoc, Ha Vinh Duc, Pham Ngoc Hong Hanh, Guillemin Laura, Tran Trinh Minh Chau, Bui Dieu Linh, Nguyen Thi Mai Khanh. The case study analyzes problems at LaCrosse Industries Inc. including declining product quality, high staff turnover, and employees quitting. Leadership changes are identified as a key symptom. LaCrosse previously applied participative leadership involving employees, while the new leader Jan Vlodoski uses directive leadership with strict rules. Organizational behavior theories like the four drive theory and expectancy theory help explain resulting demotivation and lack of fulfillment of

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313 views2 pages

Answer Case Study A Window On Life

Group 7 Members: Vu Thi Bich Ngoc, Ha Vinh Duc, Pham Ngoc Hong Hanh, Guillemin Laura, Tran Trinh Minh Chau, Bui Dieu Linh, Nguyen Thi Mai Khanh. The case study analyzes problems at LaCrosse Industries Inc. including declining product quality, high staff turnover, and employees quitting. Leadership changes are identified as a key symptom. LaCrosse previously applied participative leadership involving employees, while the new leader Jan Vlodoski uses directive leadership with strict rules. Organizational behavior theories like the four drive theory and expectancy theory help explain resulting demotivation and lack of fulfillment of

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Group 7 Members:

Vu Thi Bich Ngoc


Ha Vinh Duc
Pham Ngoc Hong Hanh
Guillemin Laura
Tran Trinh Minh Chau 
Bui Dieu Linh
Nguyen Thi Mai Khanh

Case Study
 A WINDOW ON LIFE

1. Identify the symptoms indicating that problems exist at LaCrosse Industries Inc.
Changes and transformations of leadership are symptoms that indicate that problems exist at
La Crosse Industries. The results are negatively impacted the company:
 The product quality has declined. Although product quality had been a priority
throughout the history of the company. So, there is an increase in defective windows
being returned by developers and wholesalers.
 Less attention had been paid to inventory controls: strict inventory guidelines and targets.
Whereas employees previously could have tossed out several pieces of warped wood,
they would now have to justify this action, usually in writing.  
 The new purchasing methods removed production leaders from the decision process and,
in some cases, resulted in trade-offs that LaCrosse’s employees would not have made
earlier
 Staff turnover is high when the Company is acquired.
 A few employees quit as they claimed that they did not feel about producing a window
that would not stand the test of time.

2. Use one or more leadership theories to analyze the underlying causes of the current
problems at LaCrosse Industries.  
 Old style of leader (LaCrosse) The sweet-talking leader, people-oriented
 New style of leader (Jan Vlodoski): The solo, rules and regulation leader, task-oriented
LaCrosse applied participative leadership which focuses on consulting with employees and
taking their suggestions before making decisions. Ex: he is open to suggestions and allows his
craftspeople to participate in decision-making throughout material purchasing operations. He always
focuses on subordinate needs, well-being and promotion of a friendly work environment. Ex: When a
second work shift was added, LaCrosse would show up during the evening break with coffee and boxes
of donuts. After each announcement, he would thank everyone for the success of the business. 
Vlodoski is of directive leadership. He outlined what and how employees’ tasks need to be
followed. Ex: He introduced strict inventory guidelines and outlined procedures on using supplies for
each shift. He is also achievement-oriented, he sets goals for supervisors to meet specific inventory
targets.

3. What other organizational behavior theories might also help to explain some of the
problems? 
Organizational theory that can be used to analyze the problem is the four drive theory which is a
motivation theory based on the drive to acquire, bond, comprehend and defend. In this case, Vlodoski has
failed to fulfil his employees’ need to acquire because he limits craft people's involvement in the
purchasing process, making them feel not in control of what they do.
Another theory can be used is expectancy theory:
 no motivation or reward policy for competent employees
 manager does not listen to employees’ advice for improvements
 low product quality which demotivates employees
 
4. What should Gilbert LaCrosse do in this situation? 
LaCrosse should spend more time at the organization's headquarters in order to rebuild its culture, vision
and mission. He must also recruit and develop leaders who will preserve these cultural values. LaCrosse
must also plan for his successor.

LaCrosse needs to build up a distribution system, possibly by signing an arrangement with a distribution
business, so that products can be distributed to a larger market. The company must also apply some
financial controls, but in a way that does not damage the cultural values of quality and employee
participation that have made LaCrosse Industries successful in the past.

Managers should adapt the change more quickly as they are assigned with the new roles:

For LaCrosse, he needs to not only focus on the new tasks of dealing with developers but also has to
control the operations to ensure the outcome quality is consistent, especially when the new manager with
a different leadership style takes over. He also should have reacted more quickly when his employees told
him the problems.

For Jan Vlodoski, he may be more flexible in leadership and management styles: to be more people-
oriented rather than just task-oriented, try to understand the nature of business (products, people, quality),
and listen to employees to improve.

Two of them should have more frequent discussion and communication so they agree on the vision of the
Company and can seek advice from each other for better management.

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