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Lawrence Weinbach_ Unisys Corporation Q.

Which Major topic of this chapter (Communications, feedback, coaching, conflict) was Weinbachs Primary focus as he took over as CEO of Unisys? Ans: Communication is the process of conveying information and meaning. True communication takes place only when all the parties understand the message from the same prospective (meaning). Feedback is the process of verifying messages and determining if objectives are being met has a very broad range. We define coaching as a personal development process designed to enhance a leaders success in achieving his or her professional objectives within the context of an organizations values and business goals. As in the case study the vision of Unisys is illustrated through its three- legged stool, which focuses on customer, employees and reputation. All three values are equally important and each is represented by a leg. Same like this Communication, feedback, coaching and conflict all the factors have their impact on the performance or success of the organization. Weinbach cover all the aspects eliminate the communication gap between the employees get feedback about the messages to realize that employees are part of the organization and play a vital role for the success of the organization.

Q.Which communication method did CEO Weinbach use within his first few days, with customers and shareholders and then with employees? Which method of communication did he primarily use with all three groups? Weinbach wrote letters as communication method to their customers, shareholders, and then employees just to change the culture of the organization. For this purpose he personally request as CEO of the organization that if do you have any query and problem then tell me I will respond your message and try to eliminate the problems or queries. Q. Was Weinbachs communication focus on sending or receiving messages? No Weinbachs communication focus was not just sending or receiving messages but the purpose behind this activity was try to find out the problems, queries and most importantly get the recommendations how we can overcome the problems or improve our performance and one more aim of this activity was to realize the employees of the organization that they are the part of decision making process for the betterment or success of the organization. Q. How would you assess Weinbachs use of feedback? The purpose of writing letter to their customers, shareholders and employees are not only to find out the problems also eliminate such problems and then get feedback from all concerned authorities for the confirmation of that the past problems or queries are eliminated. Q.Did Weinbach use coaching? If yes, How?

Q. Did Weinbach use each of the ten guidelines as a new CEO at Unisys? Q. Did Weinbach use criticism or coaching feedback when he took over as CEO?

Q.8 which conflict management style did weinbach use as CEO? Q.10 what additional advice would you give to others to improve their communication skills? Q.11 which level of analysis and leadership paradigm are presented in this case, and did Weinbach use the management or leadership paradigm.

Q.12 What do you Pygmalion effect and job satisfaction have to do with this case? The Pygmalion effect is a type of self-fulfilling prophecy (SFP) in which raising manager expectations regarding subordinate performance boosts subordinate performance. Managers who are led to expect more of their subordinates lead them to greater achievement. Programmatic research findings from field experiments are reviewed, and our present knowledge about the Pygmalion effect in the management of industrial, sales, and military organizations is summarized. A model is presented in which leadership is hypothesized to be the key mediator through which manager expectations influence subordinate self-efficacy, performance expectations, motivation, effort, and performance. The behaviors that comprise the Pygmalion Leadership Style are described. Besides creating the one-on- one Pygmalion effect, additional ways for managers to assert their leadership by creating productive Organization wide SFP are suggested. An agenda for research on SFP applications is proposed.

Q.13 What role did Weinbach's leadership behavior and ability to motivate employees play in the Unisys turnaround? Effective leadership is viewed by most people as fundamental to the success of any organization. However, when you ask, "Why aren't our employees motivated to (insert behavior)", the answer is usually "lack of incentives. While incentives can play a role in motivation, when employers become disenchanted with incentives or pay-for-performance systems or the costs of these systems becomes too high, they start to investigate non-financial motivational strategies. Whether a company has the resources to invest in pay-based motivation or not, I think leadership behavior is most often the key to understanding employee motivation. Among the many reasons that I believe this is the mere fact that most employees deal with their leaders on a daily basis, while the potential rewards of a pay systems are usually uncertain and long-term in nature.

Q.14 Which one of the contingency leadership theories do you think Weinbach used as CEO? Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Several contingency approaches were developed concurrently in the late 1960s.

They suggested that previous theories such as Weber's bureaucracy and Taylor's scientific management had failed because they neglected that management style and organizational structure were influenced by various aspects of the environment: the contingency factors. There could not be "one best way" for leadership or organization. Global contingency leadership theory was adopted.