Rick parr archer daniels midland (adm)

1. Rick Parr- Archer Daniels Midland (ADM) Company

2. Group3: Banana Nguyễn Văn Ái Trịnh Ngọc Hồng Anh Phạm Khánh Duy Cao Thị Hà Duyên Nguyễn Minh Khôi Nguyễn Thị Loan Nguyễn Hồng Vân

3. Contents Summary Case 4 1 2 3 Q & A Answer Questions Solutions

4. I. Case Summary Introduction to Archer Daniels Midland (ADM) Company An American global  food-processing  and commodities-trading  corporation One of the largest agricultural processors in the world (27,600 employees globally) Was named the world's-most-admired food-production company by  Fortune  magazine for three consecutive years: 2009, 2010 and 2011. Ranked 59 th on the 2007 Fortune 500 list.

5. Products: & Service

6. CEO: Patricia Ann Woertz Formerly, she was Executive Vice President of the  Chevron Corporation , where she spent 29 years and served as its Executive Vice President of Global Downstream has served as the President and  CEO  of  Archer Daniels Midland since 2007 with annual revenues around $70 billions, ADM largest publicly traded US company headed by a woman. Ranked 4 th and 6 th in Fortune list of “Most powerful women”

7. 2. Case Analyze Rick Parr – manager in a department making small parts Job: supervise the production of one part that is used as a component in other products. His employees find the job boring – low pay Parr’s way of managing: watching the employees closely + keeping them informed of their output, discipline anyone who did not meet standard productivity => His employees’ opinion: okay boss  productive

8. An event : in a larger department that designs instruments (dụng cụ) to customer specifications, the manager retired  Parr got promotion Situation: Parr never did/supervised design work before. Employees: engineers doing a good job/well paid. Parr observation: employees’ doing their work differently. Parr started telling them how to do a better job of desiging Employees complained the manager didn’t know the job but had to do like he said in front of his supervision After he left, they did in their own ways.

9. Problem : Rick Parr being claimed to be a poor manager. His boss knew the incident with some facts: the performance of design department went down. The boss called Parr to his office to discuss. => How to solve?

10. II. Answer Questions Question 1: Which leadership style would Fiedler say Rick Parr uses? Answer: Task - motivated Ineffective when applied his usual manner of management for the new field => Dissatisfaction and complaints of employees => Productivity went down Made mistakes due to: - The different essence of fields: making small parts and design => Different ways to manage

11. Question 2 :Is Parr using the appropriate power? If not, which power should Parr use (Chapter 4) Answer: Parr used position power from holding the management position Parr used inappropriate power because he failed to make the employees follow his way as well as let the performance in the design department go down . Parr should use and combine two appropriate powers: referent power and expert power Referent power: applying this power means manager try to be closely with and build good relationship with his employee

12. III. SOLUTION IN THE ROLE OF JOSE GOIZUETA Leadership Participation Styles Decided Consult individually Consult Group Delegate Facilitate

13. The meeting with PARR Individually Directly Content of some talk: Checking the ability to handle the design department : knowledge, art mind and so on The problem between Parr and other employees. *SOLUTION : Do not use the authority to work, let’s hear the ideas from employees and find the good way to manage and observe

14. Thank You!