The Vision Failed Case Study Example | Topics and Well Written Essays - 750 words

The Vision Failed - Case Study Example In HTE case, Mr. Barelli did manage to create a vision statement of 2 pages and get it pasted at every nook and corner of the building. But he failed to relate that transformational management needs a lot of input from the employees. His failure to realize the importance of the low line managers and executives and their involvement in taking his vision for the company ahead made his vision fail badly. If I were to advice as a member of board of directors, I would have voted against it. There are many reasons of this reaction. (Northhouse,2003) First and the foremost reason is that if a company's success is dependent majorly on the unity of its workers and good relations between the management and employees, you need to keep that strength with you. Secondly, if you want to change the vision and direction of your firm, you need to discuss this not only with the top line management, but the low line management and executives are also to be involved in this case. Thirdly, one must make the other stakeholders understand his point of view before taking such steps. So if I were to advice on this topic, I would have voted against Mr. Barelli's transformational leadership. Mr. Barelli though that he had a very clear image of the vision of HTE in his eyes, but this was not the case. He was sadly mistaken. May be he was clear about the goals he had in mind with regard to this organization; he was surely unaware of the best methods to implement such changes. The vision was to create a very democratic environment. The description of the case indicates the culture prevailing in HTE at that time was already quite democratic. There was not that alarming need of converting it to something new where none of the employees were able to understand the changes, and the motives behind those changes. The implementation of the transformational plan was for sure very weak. Most of the cultural and social factors were not taken care of. The vision highlighted a democratic kind of environment where Mr. Barelli rarely used to get into a dialogue. He preferred monologues, one sided orders better than that. This clash of personality and vision resulted in poor implementations and confusions creation after four years of his management. (Hesselbein and Goldsmith, 2006) Answer 3: Mr. Barelli had immense knowledge of the aircraft industry. The vision he crafted for HTE was really attractive if we look at the wordings and the way it was drafted. But the worst thing about Mr. Barelli's management was that it damaged the social fabric of this organization. The organization was known for very effective and impressive relationships between employees and the owners, but his poor implementation of the plan changed everything for him and the organization. He tried to change things. Things changed for the worst. (Beyerlein, McGee, Klien, Nemiro and Broedling, 2003). His managerial skills resulted in a damaged social fabric of an organization that had this strength of its social fabric as it's most important success factors. Answer 4: If Mr. Barelli returns as president of this firm, I would advice him to first of all make the vision clear to him. Once he understand it fully in the form of what exists and what he is looking for, the next step is to take into consideration all those who are involved and would be effected by this change. Take them in consideration, discuss it out with them, listen to their