«Case Study 3: Cutting Loose the Dirty Dozen» - Great Essay Sample

«Case Study 3: Cutting Loose the Dirty Dozen»

Needless to say, an effective leadership has become a central issue within organizational behavior. The competences required from a leader may vary depending upon particular situations. However, nobody would deny the fact that a good manager has to exhibit enthusiasm and integrity to coordinate efforts of his subordinates to achieve business goals. It is increasingly important to understand that this person plays a vital role in the maintenance of the productivity. Nonetheless, a leader cannot succeed without efficient work of the subordinates. Hence, such interconnected and interdependent relationships may be achieved when the executive fully recognizes the significance of the contribution of each employee. Besides that, a successful manager is required to analyze the situation within the business environment in order to predict the impact of current actions on the company’s performance in the future. Thus, the case study dwells upon the evaluation of the leader’s behavior and activities with the aim to increase the understanding of the essence of effective leadership.

Case Study Analysis

The Summary of the Case Study

In the following case, the leader is represented by the Director of Water Utilities for the city, Marisa Munson. It is worth admitting that the woman faced rather challengeable situation that required efficient leadership behavior. To be more specific, it was decided to dismiss Wastewater Inspection Division and employ another company, WMG Services, to perform its operations. The leader was to deliver the resolution about the matter to the employees. Difficulties arose, however, when the choice had to be made between making the incompetent employees more motivated and dismissing the entire department. It is abundantly clear that the leader did not intend to solve the core problem. Needless to say, it presents a lot of difficulties to shift the responsibilities on other coworkers. However, the leaders’ main duty is to direct the efforts of the employees until the common goal is achieved. Moreover, they need to establish and maintain positive relations with other executives within the related fields.

Building Relationships: The Efficiency of the Leader

According to the Leader-Member Exchange theory, Marisa Munson failed to correspond to the leader status. Evidently, the relationships between the Director and subordinates were rather negative towards each other as little consideration was given to fostering the cooperation between the manager and each employee. The Wastewater Inspection Division was viewed to be the out-group that did not express a great commitment to the work and exceptional loyalty to its leader. Munson should have endeavored to minimize the number of the employees in the mentioned department instead of firing all of them (Boies & Howell, 2006). Moreover, she should have given the opportunities for advancement to the workers providing that they took the challenging tasks.

Nevertheless, at the phase of routinization, Marisa Munson did not manage to establish the scheme which is why the initial pattern of behavior remained unchanged. Furthermore, she dismissed sensemaking process as the one not worth thinking about. It is fair to say that WMG Services is also likely to become unmotivated and with low level of interest in case such a leader is in charge of it (Pye, 2005). Marisa did not manage to predict a final outcome of her action and to opt for an appropriate alternative. Actually, the division itself was capable of contributing to the company equally with other employees. Apparently, little attention was paid to their primary needs.

Taking this point into account, it should be noted that Marisa is not likely to maintain strong relationships with other leaders outside the company. First of all, she always selects the easiest solutions to the problem, even though it does not fit a particular situation. Therefore, the interests of other leaders will be rejected. Obviously, Munson does not volunteer to collaborate with other workers. By the same token, disrespectful behavior towards the subordinates results in poor performance of the whole team. According to Luciano, Mathieu, and Ruddy (2014), the lack of empowerment within a team contributes to the absence of support on the external level. Hence, Marisa will face difficulties in the establishment of the long-term relations with other executives.

The Efficiency of Communication

Undoubtedly, the way the executive communicates with the subordinates is important for the effective leadership. Marisa Munson behaved rather impolite while addressing the employees: she called them dirty dozen in their absence.In such a way, the real attitude was revealed. At the same time, when she was delivering the speech at the meeting, her language was quite formal, and the attitude was too condescending. As a result, it made a negative effect because the leader appeared to be hypocritical. The same evidence can be traced in Marisa’s writing. In fact, the performance evaluation might have been done carelessly. Thus, it proves the indifference and dissemblance of the leader as Marisa’s estimation and real attitude did not match each other.

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The Effectiveness of the Decision Taken

It needs to be emphasized that making the whole division redundant was no the key to solving the problem. Initially, Marisa Munson mentioned that the workers might ask their questions. However, after the discontent had been outspoken by one of the department’s employees, she immediately refused to answer personally and obliged the human resources managers to do this. Cunliffe and Eriksen (2011) assume that any leader is supposed to react timely on every single change within the team environment. Thus, the feedback should have been actively encouraged by the executive. Nevertheless, Marisa acted in the opposite way. In consequence, she neglected to find an apt solution that would be the best one for the company.


All in all, the situation described in the case study epitomizes an inefficient leadership. Marisa Munson failed to build effective relationships within the team. Her leadership behavior had some serious drawbacks. Actually, she avoided challenging situations and did not take into account the interests of coworkers. As the Director did not encourage the team’s integrity, the overall performance remained poor. Additionally, she is not likely to maintain long-term relationships with other leaders without the support of her subordinates. Besides that, the leader’s tasks were not performed well. The members of the wastewater department became unmotivated as their primary needs were ignored. Furthermore, the leader was known for her unethical behavior. Marisa, however, should have shown respect towards the subordinates because the business goals cannot be achieved without their contributions. Thus, the manager manifested the absence of enthusiasm and total ignorance in resolving the issues.



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