Monday, November 11, 2019
Experiential Leadership Essay
Executive Summary  The researchers’ aim is to point out to the effect of Experiential Leadership in the selected company liked Barras Home Improvements. Background:  The Progress Report Name of the Business Manager of Barras Home Improvement Company is Mike Allen. He supervised 16 employees. Eight of them were assigned in office and eight were outside in the field. Nature of business/service market Barras Home Improvements was formed in 1987. During the past year, the company has positioned itself as a leader in the sales and home improvement. Home Improvement is the field of expertise in fact customer can easily choose their desired lay out for their home improvement, guided by the advice support to meet the great improvement of the home. In addition, they are now celebrating a twenty years in service. Barras Home Improvements Company is classified as family Business. They have large selection of Kitchens, Bathrooms and Bedrooms gallery lay-out or so called showrooms. Their mission statements are choice and value for money, service and quality product, and first class workmanship. The purposed of the operation of the company is to provide customer with highest standards of quality and service. Their products are sinks, taps, wall and floor tiles, Amtico flooring and shower enclosures and etc. They are also specialised in the complete installation service covering every aspect from plumbing and electric’s, plastering and minor building work and tiling to maintenance free ceilings. Insurance work is also undertaken and a 12 month written guarantee is given on all our work. We are both CORGI and NIC EIC registered. They also have a promotion of  £50.00 deposit only for the customers instillation fee Customer scope and demographics The informational data that the company can offer to the customer is as follows: Local: This Company is situated at the top of Clay Lane, off Ball Hill Shopping Centre on the Walsgrave Road. M6 –  Heading South: Leave M6 at Junction 3. Follow A444 towards Coventry. Turn           left into Mercer Avenue and the showroom is at the top of this road, which is at           the junction of Clay Lane. M6 – Heading North: Leave M6 at Junction 2. Follow signs for the A4600 heading towards Coventry City centre. At Ball Hill shopping centre on the Walsgrave Road turn right into Clay Lane and our showroom is at the junction with Barras Green and Mercer Avenue.  Organizational Structure of the Barras Home Improvement Company Organization’s Workforce The Barras Home Improvement Company was subdivided into two groups of 8 in the office and 8 in the out field for installation and contractors. The people in office were responsible for customer service and do some paper works and entertain clients or customer. And in addition they lead the customer on the computer lay outing for the home improvement processing. Presentation Situation; The current situation of the organization is very exciting. Recently, business has relocated to a larger and more efficient facility. This move will enable the company to streamline its method of operation and increase its bottom line. Market environment; The market place is undergoing tremendous technological change. New Technologies of Home improvement and materials are making products increasingly attractive stronger and less costly. The business is poised now to take advantage of these changes, and expect to become an important supplier of home appliances and home improvement installation. Products and Services; The raw material and other home appliances that we are using were the latest awith high quality materials. This is primarily due to the strong influence of committed manufacturers and the demands of the appliances and raw materials. Gathering and Collection of Data: This investigation adopted the descriptive method of research as this is the appropriate way in evaluating the manager of the Barras Home Improvement Company in relation with his experience in Leadership Management style and behavior. This will be viewed from the responses of his 16 employees in the company. The descriptive method is also defined as studying components to serve as direction in reaching the goal. Its purpose is to tell what exist or what is about a certain business phenomenon, predicting and identifying relationships among and between the variables describe. The data and information was gathered through interview of some customers of Barras Home Improvement Company, employees and through internet the profile of the company has been gathered and studied.  Facts: The company is still a leading company in terms of home improvement because of the experienced manager of the company. The trend of the company was remarkably improving because of the good feedback and referral of the customer. They have the additional benefit of being able to provide a computer aided photo-realistic image that can even show the kitchen, bathroom or bedroom in the finish of their own choice. The Actual Report  Executive Summary  This paper studies the company named Barras Home Improvements (BHI). The purpose of this study is to evaluate effectiveness of the Experiential Leadership Manager to the Business Flows specifically in family business like BHI. This study was conducted to enlighten other businessmen in the market place to exercise Experiential Leadership Management. Background: Barras Home Improvements was formed in 1987. During the past year, the company has positioned itself as a leader in the sales and home improvement. Home Improvement is the field of expertise where a customer can easily choose their desired lay out for their home improvement, guided by the advice support to meet the great improvement of the home. In addition, they are now celebrating a twenty years in service. Barras Home Improvements Company is classified as family Business. They have large selection of Kitchens, Bathrooms and Bedrooms gallery lay-out or so called showrooms. The purpose of the operation of the company is to provide customers with highest standards of quality and service. Their mission statements are choice and value for money, service and quality product, and first class workmanship. Their products are sinks, taps, wall and floor tiles, Amtico flooring and shower enclosures and etc. They are also specialised in the complete installation service covering every aspect from plumbing and electric’s, plastering and minor building work and tiling to maintenance free ceilings. Insurance work is also undertaken and a 12 month written guarantee is given on all our work. They are both CORGI and NIC EIC registered. They also have a promotion of  £50.00 deposit only for the customer’s instillation fee Definition of the Problem   The objective & goal of this research is to evaluate the strength and weaknesses of experiential leadership management in business. The Barras Home Improvement is the company that will be treated on this study. Initially, a simple random sample of 16 employees will be given a baseline test organized by the researcher. The results will be compiled for later comparison with the research results, and those initially tested will no longer take part in the study. Questionnaires are one of the most popular ways in which data may be collected. These are used for a range of purposes and will often be the tool used to collect quantitative data. But it is worth mentioning that although this may be classified as mostly a quantitative process of collecting data it may also be a qualitative method, depending on the number, depth and style of the questions. Research questions This study sought to evaluate the Business Manager of Barras Home Improvement Company. Specifically, it aimed to answer the following questions: How to determine the degree that the person like working with task and people? What is the Leadership dimension of the Business Manager of Barras Home Improvement Company possess? What practice of leadership style does the Business Manager of Barras Home Improvement Company have? Is there a significant effect on experiential leadership management to the Barras Home Improvements company employees?  HYPOTHESIS: Ho      :  There is no significant effect on experiential leadership management to the Barras Home Improvements employees.        THEORETICAL Framework            the theoretical framework adopted for this study may be reflected in this model below. Input                                             Process                         output  Figure1. This paradigm was used to determine the effect on experiential leadership in the Barras Home Improvements.           This model suggests that Leadership behavior and leadership style survey questionnaire may be anchored on the manager of Barras Home Improvement Company who is Mike Allen. The conceptualization of this study revolved around the notions clearly represented by this model. The paradigm of the study consists of the inputs that contain all those which have been studied in this research. The process consists of the survey questionnaires that were used to analysis the company data. The output consists of the effects of Experiential Leadership Management to the company performance. Analysis of Variance was also used to treat the data statistically. Research design  Sample Size: All the employees were included in the sample and then the researcher calculated the weighted mean of the survey questionnaire to determine the effect of experiential leadership. Sample selection: Employees of Barras Home Improvements company were selected as sample selection of this study Instrument used: This study used a survey questionnaires of leadership behavior and leadership style  Editing of data: Standard editing and coding procedures with MS-EXCEL program. Analysis of data: Simple tabulation and cross-tabulation used. RESULTS: The following results were gathered and tabulated with the use of leadership survey questionnaire: This study reveals that the Manager of Barras Home Improvements Company has a characteristic of a Team leader. This is because the score 6.9 in the people section and a score of 7.3 in the task section revealed it. The quad where the two lines intersect is the leadership style in case of Team Leader quality. The manager used delegative and democratic leadership style. Sometimes he also used autocratic leadership style may be because it is necessary and it is revealed in the scores that 26 means being autocratic. This means that the style was used in some cases where the problem arises or decision making is required in the process for humanitarian sake. Conclusions: From the results of the experiential leadership management evaluation the following conclusions were drawn: The more experience the manager have the more effective and organized the business is. Experienced manager has more wisdom than an autocratic manager or even none experienced leader. Managers need to be team leaders for building much effective and successful business. A Team leader is the most ideal manager a company needs. Recommendation: This study suggests every businessman to undergo on the survey questionnaire to identify if their characteristics are autocratic, democratic or free reign. The new public relation officers must widen the scope and topics. Leadership Questionnaire Questionnaire Below is a list of statements about leadership behavior. Read each one carefully, then, using the following scale, decide the extent to which it actually applies to you. For best results, answer as truthfully as possible. Never         Sometimes         Always                                           0      1     2       3         4          5 _______ encourages team to participate when decision making time comes and also attempts to implement ideas and suggestions. _______ â€Å"Nothing is more important than accomplishing a goal or task†. _______ closely monitor the schedule to ensure a task or project will be completed in time. _______ enjoy coaching people on new tasks and procedures. _______ â€Å"The more challenging a task is, the more he enjoys it. _______ encourages employees to be creative about their job. _______ seeing a complex task through to completion, he ensures that every detail is accounted for. _______ found it easy to carry out several complicated tasks at the same time. _______ enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what have been read into action. _______ when correcting mistakes, he do not worry about jeopardizing relationships. _______ He manages time very efficiently. _______ He enjoys explaining the intricacies and details of a complex task or project to my employees. _______ breaking large projects into small manageable tasks is second nature to me. _______ nothing is more important to him than building a great team. _______ He enjoys analyzing problems. _______ He honors other people’s boundaries. _______ He Counsels his employees to improve their performance or behavior which is second nature to me. _______ He enjoyed reading articles, books, and trade journals about my profession; and then implemented the new procedures he learned.   Scoring Section Put your answers on the spaces provided for every question. PEOPLE TASK  Question 1.______ 4.______ 6.______ 9.______ 10.______ 12.______ 14.______ 16.______ 17.______ TOTAL ________ X 0.2 = ________  Question 2.______ 3.______ 5.______ 7.______ 8.______ 11.______ 13.______ 15.______ 18.______ TOTAL ________ X 0.2 ________ Leadership Style Survey Directions: This questionnaire is about leadership style ideas. Please encircle any of the number provided for at right-end of each item/statement to express your honest judgment by using the following code: Category                                                    Weight Almost Always True                                          5 Frequently True                                               4 Occasionally True                                            3 Seldom True                                                    2 Almost Never True                                           1 1. I always retain the final decision making authority within my department or team. 5 4 3 2 1 2. I always try to include one or more employees in determining what to do and how to do it. However, I maintain the final decision making authority. 5 4 3 2 1 3. I and my employees always vote whenever a major decision has to be made. 5 4 3 2 1 4. I do not consider suggestions made by my employees as I do not have the time for them. 5 4 3 2 1 5. I ask for employee ideas and input on upcoming plans and projects. 5 4 3 2 1 6. For a major decision to pass in my department, it must have the approval of each employee or the majority. 5 4 3 2 1 7. I tell my employees what has to be done and how to do it. 5 4 3 2 1 8. When things go wrong and I need to create a strategy to keep a project or process running on schedule, I call a meeting to get my employee’s advice. 5 4 3 2 1 9. To get information out, I send it by email, memos, or voice mail; very rarely is a meeting called. My employees are then expected to act upon the information. 5 4 3 2 1 10. When someone makes a mistake, I tell them not to ever do that again and make a note of it. 5 4 3 2 1 11. I want to create an environment where the employees take ownership of the project. I allow them to participate in the decision making process. 5 4 3 2 1 12. I allow my employees to determine what needs to be done and how to do it. 5 4 3 2 1 13. New hires are not allowed to make any decisions unless it is approved by me first. 5 4 3 2 1 14. I ask employees for their vision of where they see their jobs going and then use their vision where appropriate. 5 4 3 2 1 15. My workers know more about their jobs than me, so I allow them to carry out the decisions to do their job. 5 4 3 2 1 16. When something goes wrong, I tell my employees that a procedure is not working correctly and I establish a new one. 5 4 3 2 1 17. I allow my employees to set priorities with my guidance. 5 4 3 2 1 18. I delegate tasks in order to implement a new procedure or process. 5 4 3 2 1 19. I closely monitor my employees to ensure they are performing correctly. 5 4 3 2 1 20. When there are differences in role expectations, I work with them to resolve the differences. 5 4 3 2 1 21. Each is responsible for defining their job. 5 4 3 2 1 22. I like the power that my leadership position holds over subordinates. 5 4 3 2 1 23. I like to use my leadership power to help subordinates grow. 5 4 3 2 1 24. I like to share my leadership power with my subordinates. 5 4 3 2 1 25. Employees must be directed or threatened with punishment in order to get them to achieve the organizational objectives. 5 4 3 2 1 26. Employees will exercise self-direction if they are committed to the objectives. 5 4 3 2 1 27. Employees have the right to determine their own organizational objectives. 5 4 3 2 1 28. Employees seek mainly security. 5 4 3 2 1 29. Employees know how to use creativity and ingenuity to solve organizational problems. 5 4 3 2 1 30. My employees can lead themselves just as well as I can. 5 4 3 2 1 Scoring Section Put your answers on the spaces provided for every questions. Item Score Item Score Item Score 1 ______ 2 ______ 3 ______ 4 ______ 5 ______ 6 ______ 7 ______ 8 ______ 9 ______ 10 ______ 11 ______ 12 ______ 13 ______ 14 ______ 15 ______ 16 ______ 17 ______ 18 ______ 19 ______ 20 ______ 21 ______ 22 ______ 23 ______ 24 ______ 25 ______ 26 ______ 27 ______ 28 ______ 29 ______ 30 ______ TOTAL _______ TOTAL ________ TOTAL ________  Authoritarian Style  Participative Style  Delegative Style  (autocratic)  (democratic)  (free reign)         References:  Covello, Joseph and Hazelgren, Brian, (1998). Your First Business Plan.Sourcesbooks 3rd Ed., Inc.USA Culp, C.(2001), The Risk Management Process: Business Strategy and Tactics, Wiley, New York, 60 -75. Gardner, Lawrence , (2006) Why businesses fail: †¦ and strategies for a successful turnaround, Detroiter, retrieved July 3, 2006, Kiyosaki, Robert T. and Lechter, Sharon L. (2002) Prophecy. Rich Dad’s.Warner Business Books, Inc. USA Spindler, A.,(1984) Publication Information: Book Title: The Politics of International Credit: Private Finance and Foreign Policy in Germany and Japan, The Brookings Institution, Washington, DC., P. 37-50. Vlieghe, G.(2001) Corporate Liquidations in the United Kingdom, Bank of England Financial Stability Review Weygandt, Jerry J., Kieso, Donald E. and Kimmel Paul D. (1998) Financial Acounting, John Wiley and son Inc. Canada Yoder James, (2004) Time diversification and changing volatility in an options pricing framework, Journal of Academy of Business and Economics  Unpublished Book: No author, (2007) My firm, Business Resource Services, has developed a process that I call â€Å"Profit Mastery.†, At the risky end of finance – Credit derivatives, Economist Â
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