After the completion of the management plan for Atlantis Global Corporation (AGC), the other area that is equally important for AGC is the understanding of the value of human capital. This is better understood through knowledge of the company’s organizational culture, and the effect of the different leadership styles that are used by AGC. Some of the leadership styles that are existent in AGC are the transformational leadership style, Servant leadership style, and Directive leadership. Under the transformational leadership style, managers of different AGC subsidiaries make changes to their culture depending on the prevailing circumstances (Hartnell et al., 2016). Even though there are instances where the company could have similar characteristics in the leadership style, the fact that there are multiple cultural differences that are evident in the separate location of the subsidiaries, the approach to leadership equally transforms to accommodate this reality (Hartnell et al., 2016). Transformational leadership aligns the individual values of employees to the values of the organization to improve workplace morale, which subsequently improves productivity. This informs the type of organizational culture that exists in each subsidiary.
In the Servant leadership style, the objective of AGC management in using this approach is to promote a culture of inclusion. This means that the leaders would not engage in an authoritative style of effective leadership but to provide direction and guidance through focusing on serving the organization’s stakeholders (Hartnell et al., 2016). The company uses this type of leadership to place customers at the center of its production. Lastly, AGC also uses Directive leadership to ensure a culture of consistency in the company. Through directive leadership, AGC ensures that the values and principles that it has fashioned as the basis of its operations are present and central to the day-to-day operations of the company (Hartnell et al., 2016). From the described three leadership styles, the resultant organizational culture is one that places customers as the central part of its operations, a company that insists on specific values and principles as part of its brand, and the existence of an environment in the workplace that can yield the best from employees.
AGC faces both internal and external threats. Under external threats, the company faces increased competition from its rivals. The industry for electronic materials has seen an increase of new companies that provide similar products for manufacturing companies (Schaefer et al., 2017), and there is a need for AGC to evaluate how it can expand its product line as a way of spreading its risks. By producing a range of products, the company cushions itself from negative shocks in the market that might interrupt the successes of a specific product line. The other external threat is the changing demands of manufacturers on the type of products that they need to aide them in producing TV screens, and this would require constant research and innovation (Schaefer et al., 2017). The lack of research and innovations could make the company become unsustainable in the long term.
On internal threats, the company faces a threat of noncompliance with its principles and value system by respective managers in its subsidiaries. The existence of managers who deliver on the aspirations, mission, and vision of the company, is important in achieving an identifiable organizational culture (Schaefer et al., 2017). It is also useful in ensuring consistency of operations and leadership approach. The other threat is in the protection of the innovations that the company has made in its production processes (Schaefer et al., 2017). Since the sector is dependent on the usability of the product for different needs of manufacturers, it is important that the intellectual property rights of those innovations are preserved and protected from competitors’ access.
AGC can detect external threats through periodic research that it conducts on the market trends, as this will assist in identifying the changes in consumer behavior (Joy, 2018). It will also be important for the company to engage in the projection of future consumer needs, as this will inform the type of products that the company can produce in contemplation of future demands of the product in the market. On internal threats, the company can institute security measures that will ensure limited access to its innovations, and provide a certain criterion for accessibility of its production information (Joy, 2018). The other process that the company can use to detect an internal threat is to institute performance contracts for its employees, which will assist in understanding the productivity of respective employees, and whether there is laxity in their performances.
There are several methods that AGC can use to protect itself from internal and external threats. Apart from engaging in market and product research, investing in innovation and broadening of the company’s product portfolio will spread its risks, and this will minimize the financial effect of the threats (Joy, 2018). Additionally, the company can partner with other companies in areas where outsourcing of operations would minimize costs and risks (Joy, 2018), as this will reduce the risk exposure that AGC can experience from the threats. The last approach is to ensure that the organization’s culture improves the connectedness of employees to the company because this will minimize the presence of immoral behaviors such as selling of company information to competitors.
Hartnell, C. A., Kinicki, A. J., Lambert, L. S., Fugate, M., & Doyle Corner, P. (2016). Do
similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions. Journal of Applied Psychology, 101(6), 846.
Joy, J. (2018). Protecting the Organization During Vulnerable Times. In Divestitures and Spin-
Offs (pp. 313-330). Springer, Boston, MA.
Schaefer, T., Brown, B., Graessle, F., & Salzsieder, L. (2017). CYBERSECURITY: COMMON
RISKS: A dynamic set of internal and external threats includes loss of data and revenue, sabotage at the hands of current or former employees, and a PR nightmare. Strategic Finance, 99(5), 54-62.
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