英国大学联盟NCUK提供的国际预科课程IFY的本科课程作业-IFY Leadership Assignment

论文题目：IFY Leadership Assignment 4
论文语种：英文
您的研究方向：商务
是否有数据处理要求：否
您的国家：苏州
您的学校背景：由英国大学联盟NCUK提供的国际预科课程IFY。商务学最终论文
要求字数：800-1200字
论文用途：本科课程论文 BA Assignment
是否需要盲审（博士或硕士生有这个需要）：否
补充要求和说明：附件是同学已经完成的论文
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论文格式为essay
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字数在800-1200字
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截止日期：2010-5-7 

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Task 
Write an essay (800-1200 words) in which you do the following:
• Describe the contrasting management styles of Johnson and Smithburg.
• Examine the relationship between their management styles and motivation theory.

Weighting: 5%  for Business, 10% for EAP        

Guidelines:
• DO NOT include a description of the companies in the essay. Assume that your reader already knows about the companies and what the do. The focus is on the ANALYSIS of the leadership styles of the managers in relation to motivation theory.
• You MUST USE YOUR OWN WORDS to answer the question. Papers with sentences or paragraphs taken from the text or the article will lose marks. If you wish to quote a short phrase or term from the text, the article or any other source, you must cite the reference and include it in your bibliography.
• Your essay should answer the question and not just write generally about motivation theories and leadership styles.
• You will need to find background information to examine the relationship between management styles and motivation theory. Provide a bibliography and reference any direct quotes or examples used from books or the Internet.
• Make sure you use an essay format and not a report format

Submission Date:
Your report is to be submitted no later than April 30th 2010. Late papers will lose marks.
Opposite Approaches to Management at Campbell Soup and Quaker Oats

The Campbell Soup and Quaker Oats companies are two of the largest and best known food manufacturers  in the United States. In the 1990s, however, they performed very differently. While Campbell's performance and stock price boomed, Quaker's declined, largely analysts believe because of differences in the way the companies were managed and the characteristics of the people who managed them, Campbell's chief executive officer (CEO), its top manager, is David W .Johnson, an easygoing, approachable Australian who enjoys dressing up and interacting with his employees. Once, for example, he donned a red cape and dubbed himself "Souperman" while leading a rally to energize his employees. Johnson is a master at communicating his vision for Campbell's and for mobilizing the support of his managers and employees to achieve that vision.

First, Johnson sets ambitious "stretch" goals for his managers to achieve, such as finding~new ways to reduce costs or using the company's resources to introduce new products for customers. Then he delegates authority and makes his managers responsible for devising a plan of action to meet these challenging goals. He holds them strictly accountable for their actions and closely watches the numbers, because changes in sales and profits reflect how well the managers are doing. Over 1,200 of Campbell's managers receive large bonuses tied to the company's performance. The success of Johnson's carefully crafted management approach is reflected in the numbers: Campbell's earnings increased by 19 percent in each of the six years after he took over, and its stock price more than doubled.

Quaker Oats did not enjoy the same kind of success. Because of the company's poor performance, CEO William D. Smithburg had to fight to keep his job. The price of the company's stock did not increase for five years, and analysts think that a major reason for this sluggishness is Smithburg's approach to management. His management style is very different from Johnson's. Remote and distant from his employees, in the 1980s Smithburg used his powerful analytical skills to make brilliant tactical decisions.
For example, Quaker Oats bought the company that made Gatorade, the sports drink, and
Smithburg turned Gatorade into a best-selling brand. He tried to repeat this success by purchasing Snapple, a maker of exotic fruit drinks, for $1.7 billion in 1994, but disaster struck. Snapple was at the peak of its popularity, and within months large companies like Coca- Cola and PepsiCo were introducing their own lines of exotic fruit drinks.
Almost at once, Snapple started to lose money.

Like Johnson, Smithburg had always been a manager who made the big decisions and then left his managers to implement them. But when the problems facing Snapple became serious, he became increasingly involved in the day-today running of Snapple. He blamed his top executives for Snapple's problems and started to assume their responsibilities. When Snapple's problems got worse, he fired the Snapple management team and took full control over the management of the product.#p#分页标题#e#

Smithburg's actions on the people front totally demoralized Quaker Oats's managers, and outside analysts began to wonder whether he had the interpersonal skills needed to manage the troubled company. Analysts also began to question his analytical abilities. Why did Smithburg pay $1.7 billion for Snapple, when most other people thought it was worth only $700 million at most? Analysts think that he was much too confident about his ability to understand the beverage business and to duplicate the success of Gatorade. ln 1997, Quaker Oats sold Snapple to Triarc Corporation for only $300 million, a huge loss.