ORIT GADIESH

Final Exam - Organizational Behavior By Yedida Christian Panuluh IPMI Regular Class 2011

OVERVIEW OF BAIN & CO.

management consulting industry: & down growth: 1950s - 1960s grew steadily at 15% 1970 starting to slowed down late 1970s & 1980s made a spectacular comeback early 1990s: decreased & starting to layoff employee consulting rms starting to merge or acquire other

Ups In In In In

income larger

rm

OVERVIEW OF BAIN & CO.

& Co. founded in 1973 by Bill Bain, a former Boston Consulting Group the beginning grew rapidly: Aspect Revenue No of employee 1973 $750,000 7 1991 $175,000,000 600

From

Unique

service to clients:

Focus

to help clients implementing strategic recommendations (relationship consulting) guarantee that Bain & Co. wouldnt work their competitors
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Exclusive

OVERVIEW OF BAIN & CO.

characteristics & early organization climate (culture): of top graduates from famous business schools & ambitious

discipline & team spirit salary

Consists

Hard-working, young

place to work sense of pride driven (always want to see proof) to compete & succeed together to do the best for the clients
4

Strong Data Love

Commitment

OVERVIEW OF BAIN & CO.

In 1985-1986, the founder & one partner sold the company to create Employee Stock Ownership Plan (ESOP) The ESOP created nancial problems to the rm & eventually moral problem:

Laid off 10% of employee in 1988 Bad morale experienced by many employee The companys best people starting to resigned when Bain hire Peter Dawkins Eventually, in 1991-1992 the company starting to go improve again

The problem faced by Orit Gadiesh now is how to deliver the speech she had been working on to address questions of pride & commitment;

Would it be rational approach or emotional approach?

HOW ORIT GADIESH

relationship with people To her boss (Bain) To her staffs/team

To her clients

Straight forward/honest Straight forward/honest Genuinely care about Using humor Good negotiator her people Fast response Always have time to Always keep in touch listen & talk to her

with the clients High involvement to the projects Creating trust High integrity (always fullling her promise)

people Leads by example

HOW ORIT GADIESH

Player/manager:

Charismatic leader:

Leads by example Involving other people to make decisions Directly involve in day-today operation, not only directing & monitoring She has a strong values of pride & integrity & live up to that values so that her people trust her

Vision & articulation: deep understanding of the companys core values & able to communicate with her people Personal risk: taking risk by speak honestly & straight forward Sensitivity to follower needs: care & listen to her people Unconventional behavior: unconventional dress, strong presence, brave & not a conventional leader who just talks, but involve directly
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Authentic leader:

HOW ORIT GADIESH

the Culture (of pride)

& inuence:

(soft tactic of inuence): when giving speech, she should motivate the employee by giving facts that the company is recovering & that they can learn valuable things from that experience in order to give better consultation to their clients by example (walk the talk): management (soft tactic of inuence): she can give examples from her own behavior (modeling) that shows & promotes pride in her work

Leads

Symbol

HOW ORIT GADIESH

strategies for managing change

For individuals (staff)

1. Accepting feelings as natural. Make 1. Rethinking resistance. Make them know them know that whatever their feeling that resistance is normal & can be a about change is normal positive moment to reect & analyze the situation 2. Managing stress. Giving support/help 2. Giving rst-aid. Providing help when when there are employees that feeling needed to implement / adapt to stress when facing change change 3. Exercising responsibility. Encourage employee to learn & adapt to change 3. Creating capability for change. Promoting teamwork, avoid punishment (if can) & give freedom to make decision

HOW ORIT GADIESH

her behavior (to support the change):

sure she give clear communications & create understanding between top management, middle management & all the staff a role model to accept change & be a supporting role. This means to share the pride by being a Bain & Co. employee & consultant

Be

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POSITIVE SIDE OF ORIT

charisma & very positive reputation about her people

Concern

good communicator & negotiator

clients, boss & staffs trust her very much

Positive Having

thinking; she believe that the company will do better by learning from the problems in the past ability to build trust

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NEGATIVE SIDE OF ORIT

doesnt see herself as a leader

This Not

can limit her to use legitimate & formal power to inuence her people

brave enough to criticize her boss (Bain) about the negative effect of selling the company & ESOP program
Her

people may see her agree with the ESOP program & the decision to lay off people

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LESSON LEARNED

Group development
Storming It

process at Bain & Co.

seems that from the beginning, Bain & Co never experienced the storming process. storming process that started because of the nancial crisis & employee layoffs, if managed well would lead to norming process. The norming process is what Orit currently working on. She must awaken or enhanced the pride & commitment value that previously characterize Bain & Co employee

The

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LESSON LEARNED

Leadership
Authentic An

leader

authentic leader like Orit is needed in organizations to create & develop trust, especially in times of trouble/crisis leader charismatic leader like Orit is needed to transform an organizations, because people naturally look for a role model & inspiring person.

Charismatic A

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LESSON LEARNED

Power, inuence & politics

Gadiesh has a high level of personal power

Expertise: she Track High

has managed to give great service to her clients & because of that, all of her people, boss & clients trust her record: she has a very good reputation & image level of personal power can generate a high sense of trust

Because

of she has high level of personal power, her boss & her people depend on her to solve the problem in the company

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LESSON LEARNED

Power, inuence & politics

But her positional power isnt as high as her personal power

She sees herself not as a leader, but as a player/manager If she gain more positional power, maybe she can have higher inuence in the organization & that would be helpful in solving current problem Expert power: has knowledge & skills as a good consultant Referent power: has charisma because of her good reputation

She has 2 bases of power:

Suggestions for Orit: gain & use higher positional power & legitimate power to solve current problem of low employee morale

Positional power: use her high position to motivate employee Legitimate power: use authority to make decision that would benet employee
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LESSON LEARNED

Power, inuence & politics

tactics that Orit already use: (soft tactics): using facts & analysis (hard tactics): straight forward & honest

Reason

Assertiveness

opinions
Suggestions

for Orit in developing the speech to motivate the

employee:
Symbol Using

management (soft tactics)

her personality & charisma to show a role model of enduring pride & commitment to the company, even though they just experienced crisis & problem
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LESSON LEARNED

Organization culture
Previously,

Bain & Co has a strong culture of pride & commitment that they share strongly; it created loyalty to the company & cohesiveness among members problem that created by the founder made the culture weaker & made their loyalty & commitment drop lesson from that event is that every top management & employee has to keep the strong culture alive & avoid breaking commitment. Breaking commitment to that culture would create big problem like in the Bain & Co case.

The The

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LESSON LEARNED

Managing change
In

the speech she would deliver, she could use rhetoric of change by using these elements:
Logos:

the logic of the argument. Provide the facts & analysis that the company is starting to improve & showing their extraordinary accomplishment in the past year the emotional impact of the argument. Give praise & recognition so their sense of pride & commitment would rise again the values represented or expressed by the speaker. Expressing the pride & commitment values that always enduring in her self
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Pathos:

Ethos: