Name: Adelson B. Arado ID No.

: 190000002087
Code & Subject: BA203 Human Behavior in Organization September 07, 2019

Inside Leadership at Intel

I. Introduction

The mysticism of management makes it one of the most commonly debated, researched, and
sought-after characteristics of organizational life. Managers talk about the characteristics that produce
an effective leader and the importance of leadership to organizational accomplishment, while
organizational scientists have been studying leadership extensively for centuries and many related
phenomena. Paradoxically, though, while leadership is one of the most frequently investigated concepts
in the entire management industry, many unanswered problems remain. So why should we proceed
studying management then? First, management is very important for organizations in practice. Second,
despite many remaining mysteries, some important variables that impact management efficacy have
been isolated and checked by scientists.

This situation is all about Intel's management modifications along with modifications in the
structure and styles of management m. The founder and first Chief Operating Officer (CEO), Bob Noyce,
was known to be a very faithful and charismatic risk-taker who knew when his individuals knew what
they were doing. He prefers a relaxed working environment where the liberty to do what they were
recruited to do was provided to bright staff. Intel created a culture under his management that
emphasized technical expertise over fiscal results. Succeeding Noyce is Gordon Moore, the co-founder
of Intel. Moore’s leadership style is quite similar to Noyce, but is more committed to hands-off
management and the primacy of technology. He is rational, technically based, and is a minimalist in
terms of intervention, and has always extolled the value of mentoring relationship. The one to follow
Moore is Andy Grove, a decisive and admittedly, sometimes arrogant, identifying himself as the “man of
action”. He led the company to stake its future into microprocessors, which lead to make the company
grow by nearly one thousand percent (1,000%) in his eleven-year tenure as CEO. After Grove is Craig
Barrett, who developed a manufacturing strategy called “copy exactly”, when faced with extremely stiff
competition from Japanese chipmakers. Barrett turned over Intel’s leadership to Paul Otellinni, with a
finance background and the first non-engineer to lead Intel. With his leadership, he had moved to
eliminate redundant jobs, simplify operations by reducing the total number of products, and selling-off
non-core and unprofitable businesses. He also initiated strategies designed to bring new products to
market more quickly.

II. Issues Underlying the Problem

 Identify any bias in the way the case is described - since the case concentrated strongly on
modifications in Intel's management and leadership styles, the impacts of such leadership
change the culture and achievement of staff and the general company.
 Classify the factors that influence the problem as internal or external to the organization -
constant change in management and style of management that can lead to confusion and
elimination of the culture of essential and positive organization. The presence of competition,
which will likely affect the change of leadership and/or leadership style. Employee response and
reception of the changes in leadership and leadership style.
  Reflect on theoretical principles from your course that might explain aspects of the case.
Leadership is both a process and a property. As a process, leadership involves the use of non-
coercive influence. As a property, leadership is the set of characteristics attributed to someone
who is perceived to use influence successfully. The Path-Goal theory of leadership – suggests
that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals).
Vroom’s decision tree approach to leadership - attempts to prescribe how much participation
subordinates should be allowed in making decisions.
 Identify the decisions that need to be made - how to tailor-fit leadership into organization
culture and achieve success. The need for leaders and leadership styles which are proactive to
changes in organization and competition. How organizations should cope up with and accept the
challenges relative to the changes in leadership and leadership styles, identify strategic issues &
identify risk factors. If leadership style within an organization is not well-defined, the following
problems may occur: Lack of sense of direction for the organization & lack of trust inside the
organization due to negative perception about leaders.

III. Alternative Solutions to the Problem

1. Establishing direction and developing a vision of the future and strategies for producing the
changes needed to achieve that vision.
2. Aligning individuals and communicating the direction through words and deeds to all those
whose collaboration may need to affect the development of teams and coalitions that
comprehend and embrace the vision and strategies.
3. Motivating and inspiring by energizing people to overcome major political, bureaucratic, and
resource barriers to change by satisfying very basic, but often unfulfilled, human needs.
4. Producing change, often to a drastic degree, has the ability to bring about highly helpful
change (e.g. new products that clients want, fresh approaches to labor relations that assist
create a company more competitive).
5. Implement change management and change leadership mechanisms
6. Implementation of Vroom’s Decision Tree Approach to Leadership

IV Conclusion

Leadership is both an asset and a method. Leadership as a scheme is the use of non-
coercive influence to direct and coordinate group members ' actions to achieve objectives.
Leadership as a property is the set of characteristics attributed to those perceived to use such
effect efficiently. Leadership and leadership are phenomena that are linked but different.

In most sectors, the increase in technology has caused monumental change. Today's
organizations have to adjust more than ever before, sometimes dramatically, to compensate for
fresh consumer requirements and expectations. Unfortunately, staff are all too often unwilling
to alter for these organizations, making the process of any important change difficult to
navigate. “Change Management” and “Change Leadership,” therefore, are important concepts
that are prevalent in today’s business world. While the idea of change management is well-
established, change leadership is a fairly new concept that many organizations have yet to grasp.
The merits and faults of both are still widely discussed in business world.
V Recommendations

Since change is a prevalent constant and is present in each organization, particularly in

the structure and its management, each organization must adapt to it in a responsive and
harmonious way, while minimizing expenses and issues as a consequence of implementation (or
undergoing such change). The case of Intel has shown us that there are many kinds of leadership
styles and variants, which may help to spell and attain the company’s goals or to deviate from it.
With this, as change in leadership styles have a significant impact in the entire organization, it is
recommended that every organization should have a change management committee, or
hire/contract one, to help them in dealing and managing the complexities and problems
accompanying such change. Another alternative for the business to cope with the modifications
in management is the application of the Vroom Decision Tree Leadership Approach, so that the
business can determine how much subordinate involvement should be permitted in decision
making and on which particular scenarios subordinate involvement is permitted. In this strategy,
executives will be able to evaluate situational characteristics and pursue a sequence of routes
through a decision tree that later prescribes how to create a specific decision.

VI Factual Experience

While I have worked with three companies since I started, I have also seen the
difference of styles of management between the companies I have worked with. Although the
firm itself has been enrolled in my previous work as a company, in reality it is a family-owned
company, where the company heads the patriarch and all important decisions come from him.
My former boss is a leader who is authoritarian, although he sometimes listens to his few
trusted personnel, generally chooses only to do the company, ranging from development
projects to minutes like design and painting in every office space. In general, he is not happy
with technology and does not even use e-mails. Perhaps with his mind, the company has also a
somewhat primary culture in the use of technology. Because of the underuse of the accessible
technology, financial reporting suffers from the incidence of internal control loopholes owing to
the delays generally experienced during report generation. On my second job, things are quite
different. In addition to the fact that the business operates across distinct countries, the
available technology also covers leadership structure and style, the company even has a strong
IT team which continually identifies easier and more efficient techniques for producing reports
and business information within the financial team. Employees get more productive and
efficient as a result of the company leader's technology strategy and the significance of
reporting.