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Organizational Leadership At Blake Sports Apparel

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Communications
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Michigan State University
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Running head: ORGANIZATIONAL LEADERSHIP AT BLAKE SPORTS APPAREL 1
Organizational Leadership at Blake Sports Apparel
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ORGANIZATIONAL LEADERSHIP AT BLAKE SPORTS APPAREL 2
Organizational Leadership at Blake Sports Apparel
Introduction
Since its launching, Blake Sports Apparel has had tremendous improvements in its
business performance. Besides, the capabilities of the employees within the company
have also increased who in turn has led the business to meet most of its objectives. At the
initial stages of development, Blake Sports Apparel only had very few regulations and
rules guiding the structure of the organization. However, with the immediate expansion
of the business when Cameron Barker, the CEO, took over, demand for organizational
changes became evident. Ideally, the desire to implement a more structured system of
processes to enhance the continuous growth of the company became real to accommodate
the demands of the growing business (Groysberg & Baden, 2016). That said, the purpose
of this assignment is to reflect and gauge the applied organizational leadership of the
Blake Sports Apparel on a scale using the case study provided.
1. On a scale of 1 (terrible) to 5 (terrific), rate the Blake Sports Apparel Executive
Team’s performance using the following criteria.
a) The overall quality and quantity of the team outputs
Being a growing organization and ready to expand its business operations with
other companies such as Howell, Blake Sports Apparel need to have a
competitive executive team that is capable of delivering quality outputs that
supports the growth of the company. That said, the executive team needs to
develop methodological and well-detailed approaches for sustaining the
development of the organization. Notably, during the previous years of business
operations, Blake Sports Apparel was solidly focused on making revenue and
never paid attention to anything else as long as the company was generating the
revenue outputs (Groysberg & Baden, 2016). However, with the new leadership
in place led by Cam, the executive team started looking at revenue generation
from a different perspective. Ideally, looking at the profitability of the company,
Blake Sports Apparel’s executive team started looking for revenue creation from
the profit margin point of view. Additionally, every department developed its
metrics for reporting the parameters of the company. On the contrary, despite
these attempts, some of the metrics never worked to meet the goals and objectives
of the company. In light of this, I would say the quality of output would be 2.
On the other hand, reflecting on the number of outputs, the executive team did
everything to capitalize on their performance. For instance, the department in
charge of business operations at Blake Sports Apparel could authorize the
manufacturing department to produce a specific product in large quantities when
trade was demand was low to reduce the cost of providing the product while at the
same time creating inventory (Groysberg & Baden, 2016). Despite the fact that
the Sales department nodded to the plan of mass production, the quantities
produced were not accurate. Sometimes, the turnover on the product was very low
and ended up in stores for a couple of months while at other times, demand
exceeded the quantities produces. As such, on a scale of 1 to 5, the performance
of the executive team would be 3.
b) The overall quality of the team functioning

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Running head: ORGANIZATIONAL LEADERSHIP AT BLAKE SPORTS APPAREL Organizational Leadership at Blake Sports Apparel Student’s Name Institutional Affiliation Date 1 ORGANIZATIONAL LEADERSHIP AT BLAKE SPORTS APPAREL 2 Organizational Leadership at Blake Sports Apparel Introduction Since its launching, Blake Sports Apparel has had tremendous improvements in its business performance. Besides, the capabilities of the employees within the company have also increased who in turn has led the business to meet most of its objectives. At the initial stages of development, Blake Sports Apparel only had very few regulations and rules guiding the structure of the organization. However, with the immediate expansion of the business when Cameron Barker, the CEO, took over, demand for organizational changes became evident. Ideally, the desire to implement a more structured system of processes to enhance the continuous growth of the company became real to accommodate the demands of the growing business (Groysberg & Baden, 2016). That said, the purpose of this assignment is to reflect and gauge the applied organizational leadership of the Blake Sports Apparel on a scale using the case study provided. 1. On a scale of 1 (terrible) to 5 (terrific), rate the Blake Sports Apparel Executive Team’s performance using the following criteria. a) The overall quality and quantity of the team outputs ➢ Being a growing organization and ready to expand its business operations with other companies suc ...
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