Leading the Engaged Enterprise-Free-Samples-Myassignementhelp.com

Questions: 1.What is Ambidexterity Employment Engagement. 2.The Distributed Leadership Model Identify Sensemaking, Relating, Visioning Inventing. 3.Williams Typology of Adaptive challenges Identify which adaptive challenge in this Case why? Answers: 1.Ambidexterity and Employment engagement Organizational ambidexterity refers to the ability of an organization to be efficient in todays business as well as adapting and coping up with the future changing demands. Moreover, ambidextrous organizations are highly capable of exploiting the existing competencies, while simultaneously exploiting new business opportunities for the business. While considering the case of Volkswagen, it can be seen that the organization is highly capable of using its superior engineers and technologists for making luxurious and comfortable cars. Moreover, the organization is capable enough to beat the top automakers of the world like General Motors and Toyota. Furthermore, the organization is also intended to manufacture environment friendly cars powered by diesel engine. In this way, the organization would the future environmental protection needs of the world. Therefore, Volkswagen can be considered as an ambidextrous organization in car making industry. Employee engagement is mostly based on the trust, integrity and two way commitments between employers and the employees, which ensures that the employees are treated in a right manner within their workplace. While considering the case of Volkswagen, it can be said that there is lack of employee engagement in their workplace. Moreover, the employees are not provided with enough empowerment for doing their jobs. Therefore, such employees were not highly engaged in their workplace. 2.Distributed Leadership Model Distributed leadership model gives more emphasis on engagement of the employees with their task rather than any specific characteristics of the leaders. Such leadership assists in spreading the decision making abilities throughout the team. The four capabilities of distributed leadership like sense-making, relating, visioning and inventing can be perfectly applied on the case of Volkswagen leadership. In sense-making capability, the distributed leaders make sense of the world and create change maps for adapting the changing business environment of the world. Such leaders mostly work in collaboration with the employees for maintaining flexibility in the work. However, Ferdinand Pich, the chairman of Volkswagen, was highly authoritative in his leadership style. The employees were to follow strict orders of the leaders for doing their jobs rather than working in collaborative manner. In this way, the employees were discouraged to find their creative opportunities in their organization. In relating capability, the distributed leaders maintain open communication with the employees in the workplace. They reinforce a sense of urgency among the employees so that they become engaged with their job roles. However, Pich of Volkswagen was not at all open to his communication with the employees. Moreover, in the meetings also, the leader used to remain silent without interacting with the employees. Therefore, such leadership and working culture used to underestimate the opinion of the employees. It mostly used to disengage the employees with their job roles. Furthermore, in visioning capability, the distributed leaders are highly capable of creating a compelling vision of future. It is capability of the leaders to create a big picture of the organization, which could be achieved in future. In case of Volkswagen, Pich was capable of creating compelling vision, but lack of communication used to prevent him in communicating that vision with the employees. In such way, the emplo yees were unclear about the exact organizational goals and objectives. It used to prevent them from aligning their effort with organizational goals and objectives. On the other hand, in inventing, an effective distributive leader invents the future of his organization. Such leaders allow new development structures and give the employees permission towards breaking the convention. In case of Volkswagen, Pich was an effective leader for inventing the future and break the convention for leading organizational ambidexterity. However, in this organization, employee failure was not allowed. Hence, the employees were not encouraged to learn and try new things from their failure. It used to prevent their inventing power at their workplace. 3.Williams Typology of Adaptive Challenges As per Williams Typology of adaptive challenges, there are six types of adaptive challenges, which an organization can face in its business process. These six types of adaptive challenges are like crisis, development, creative, transition, maintenance and activist. While considering the case of Volkswagen, it can be said that the organization is facing Creative adaptive challenge in this case. In Creative adaptive challenge, developing existing capacities often not suffice the issues. Therefore, organizations need to explore new terrain and build capacities from the scratch. The organization used BlueTec technology for reducing such gases from the car engine. However, in USA, the emission rate of nitrogen oxides was still high as per their emission standard. In such situation, the organization started to usedefeat software, which was capable of detecting the testing mechanism and it used to reduce the production of nitrogen oxides automatically during tasting time. Such cheating mech anism had been revealed quickly to the public, which caused an organizational scandal. Such issue cannot be sufficed with existing capacities and the organization needs to build their capacities from their scratch for manufacturing cars with new technology for reducing carbon emission. Furthermore, the organization also faced the Transition adaptive challenge, as the existing resources need to be moved to a new phase operationally for reducing the carbon emission in the cars. Apart from that, Volkswagen also faced activist challenge, as the management board did not take seriously this issues and it ultimately hampered the corporate reputation.