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Final Project EssayTo setback an unprofitable company, Joan imposed new centering ideas despite her fathers business practices and culture. With her hireership, Joan will lead and motivate Invitations Inc. employees, and the company will become more profitable. This drawing cardship void threatens Invitations Inc sustainable precedent of customer focus and profitable growth (Millikin 9). Invitations Inc. needs to continue the momentum and motivation to accomplish growth. permutation Joan with as the new chief executive officer by use of a search deputation represents the obvious antecedent to the problem. However, this films a backup man could and would be Joans equal, including leadership and management style, vision, and knowledge. Garrett could allow Joan to transition the leadership position to a stand-in of her choice, with approval of Invitations Board of Directors, after a mentoring and trial period. On the other hand, Invitations Inc. could talk over with Ga rrett to extend Joans stay as CEO to ensure the status quo. This would allow Joan to continue her productive leadership and strategies, or run the company as CEO of Invitations Inc, while decreasing redundancies and increasing direct efficiencies.Analysis of the Alternatives Search committees often replace the traditional hiring of upper management and leadership. The committee must place present conditions and develop a consensus of criteria used in evaluating candidates, including the leadership qualities needed at this stage in the companys revival plan. Next, the committee can identify, screen, and interview candidates. Afterwards, the committee can recommend candidates to the bill of fare for consideration and their eventual decision (Poston 1). Alternatively, if one exists, Invitations Inc. should implement their succession management plan. Evaluation criteria are sarcastic to the search committee. To build consensus, the committee should examine the past and the present to understand the future. With her recent success and credibility, Joan expertness become a benchmark for the search committee. Anexamination of Joan would reveal her background and multi cultural experiences, which have enabled her to espouse the cultural differences between her dad and her. She fervently believes that cultural conflict, if paced and channeled correctly, could provide opportunity for rapid innovation .In hindsight, as the case suggests, Joan know the primary need to focus on corporate culture without travel judgment, recognizing its pros and cons. As an example, Joan confronted her dads method of performance evaluations and employee advancement. In US, factors like age, education level, and years of service to an organization turn back career advancement. Except for those whose actions reflect poorly on the group and its members, seniority is the key factor for intelligence and promotion. This paradigm often allow fored in delays to the decision making proce ss in an effort to hit consensus, thereby impeding the companys decision-making (Millikin 3). To address these corporate cultural issues, Joan success deary sense of equilibriumd eastern communism and teamwork with western individualism. First, to develop a trust with employees, Joan displayed her strong inter person-to-person skills she was the first omnibus to walk around the entire company and meet every employee in person (Millikin 5). Next, she developed corpses for employee opinions and recommendations instead of hiring outside consultants.She in like manner exposed managers to unfamiliar cultures, different areas of the business outside their boundaries, and more information through transparency and cross-functional teams. Neverthe little, she demanded personal commitment within the team environment by demanding accurate work, playing off the skill scruple avoidance (Millikin 8) Joan felt could use adjustment is the extent to which the people focus on the past, prese nt, or future. Joan recognized that Invitations Inc. employees did non have a sense of urgency about the future, a potential bankruptcy. It makes sense for employees not to worry about such financial matters when the government bails out large employers. Thus, after careful critical analysis, Joan recognized management did not have a vision for employees to follow. then(prenominal)ce, he developed a semipermanent plan focusing on profit and listening to the customer. By mixing the cultural norms, Joan capitalized on the strength of the Invitations Inc. employee. As a leader, she understood cultural behaviors while appreciating their differences. Her cultural sensitivity coupled with her people skills helped regress the company.These skillsand decision-making ability are not mutually exclusive to Joans normative decision model, which assumes decision-making styles are learnable. Therefore and a possible near-identical substitute could exist. One major problem with search committ ees are the significant add up of period and effort necessary by the members, who are often upper management, might produce less than ideal candidates (Poston 1). Although best practices exist for search committee, Joans replacement might not harmonize with the company. The replacement might undue the corporate cultural changes under Joan, reverting to old habits, or tip the balance of cultures too far in the other direction. According to the cases timeline, Joan would continue as CEO of Invitations Inc. for as long as needed. This could be time spent by Joan to mentor a substitution of her choice. Joan should follow the succession management system, if one exists, to find the future leader for the company.If such a system does not exist, Joan will need to follow a similar process to that of a selection committee identify, screen, and interview candidates, and make the recommendation of a candidate to the Board of Directors. There must be full confidence and trust in Joans decisi on by the board and the company, and in return, Joan needs to be fair and as objective as possible, using the same criteria and documenting all steps during the selection process. During her time with the company, Joan stablished relationships with other managers and leaders, some of high-quality, some of low-quality. According to the Leader-Member Exchange model, those followers with high-quality relationships are in the in-group (Nahavandi 87). Applying this model would assume Joans in-group enjoyed her attention, support, confidence, respect, and more favorable job performance ratings, often leading to promotions. Remember, Joan moved away from the cultural norm of the seniority promotional system to a pay for performance system.Moreover, Joan might know those in the in-group intimately from non-work related social networks. Since she developed employee-based programs to eliminate the hiring of consultants, using the in-group as a pool of replacement candidates seems the most log ical. However, should Joan feel her option, the entire company, are not suitable, she could use this time to search outside of the company, perhaps her personal in-group. As part of Joans selection criteria will be support for her change management principles, including establishing cross-functional teams to address silos focusing on key basicmetrics of quality, cost, and customer satisfaction ensuring transparency and communications that connect all levels of employees across the company.Additionally, Joan believes the CEO should align employees with company goals and strategies through the leaders vision, which initially would be the revitalization plan established by Joan. Once Joan chooses her successor, she can personally groom and modeling this individual. However, as Fiedler and his Contingency Model suggest, leadership effectiveness is a function of the match between a leaders style and the leadership situation (Nahavandi 70). Essentially, Fielder proposes the leader canno t change his style solely can change the situation. As such, unless Joan wants significant change within the company, she should not tolerate candidates lacking the nerve center values necessary to meet leadership needs, like respect for employee buy-in.LEADERSHIP VERSUS MANAGEMENTFrom these definitions, it should be figure out that leadership and management are related, but they are not the same. A person can be a manager, a leader, both, or neither. In the company, there are many different activities, the manager and leader would have different function in the activities. On create an agenda, the manager needs to planning and budgeting. The manager establishes detailed steps and timetables for achieving needed results. The manager needs to allocate the resources necessary to make those needed result happen. The leader needs to establish the direction. The leader develops a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision. On develop a human network for achieving the agenda, the manager needs to organizing and staffing.The manager establishes some complex body part for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to oversee implementation. The leader needs to align the people. The leader communicates the direction by words and deeds to all those whose cooperation whitethorn be needed to influence the creation of teams and coalitions that understand the vision and strategies and accept their validity. On executing plans, the trough needs to control and solve the problem. The manager needs to monitor the results vs. plan in some detail, identifyingdeviations, and then planning and organizing to solve these problems.The leader needs to motivating and inspiring. The leader needs to energize people to crucify major political, bureaucratic, and resource barriers to change by satisfying very basic, but often unfulfilled, human needs. On outcomes, the manager needs to produces a degree of predictability and order and has the potential to consistently produce major results anticipate by various stakeholders. The leader needs to produces change, often to a dramatic degree, and has the potential to produce super useful change. Joan and her father will need to establish a knowledge of the above to strengthen their relationship.whole kit and boodle CitedFace Value The $10 Billion Man. The Economist World News, Politics, Economics, Business Finance. The Economist Newspaper Ltd, 24 Feb. 2005. Fonda, Daren. CARLOS GHOSN, RENAULT He Did So Well, Lets Give Him Two CEO Jobs TIME. Breaking News, Analysis, Politics, Blogs, News Photos, Video, Tech Reviews. Time, 1 Dec. 2003. Moffett, Sebastian, and mike Ramsey. Renault CEOs Image Takes Hit. MarketWatch. Wall Street Journal, 12 Apr. 2011. Millikin , John P. The Global Leadership of Carlos Joanat Nissan. Publication no. A07-03-0014. Thunderbird, 2003. Muller, Joann. The intense Mr. Joan- Forbes.com. Information for the Worlds Business Leaders. Forbes, 22 May 2006. Nahavandi, Afsaneh. The Art and Science of Leadership. Upper Saddle River, NJ Pearson apprentice Hall, 2009. Poston, Muriel E. AAUP Presidential Search Committee Checklist. American Association of University Professors.