This project seeks to compare theories regarding organisational culture, transformational- and adaptive leadership with Royal Unibrew, and the effects of their usage of contracted drivers in their warehouse department. This department is sparsely manned, and this is stressed when regarding the company’s strategy for choosing contractors – they are cheap but often unskilled. This environment requires the individual worker at the facility to apply ad hoc solutions and oftentimes leave their workstations to take over for the drivers, oftentimes even driving them.
We investigate the culture and tendencies regarding their leadership, to form knowledge of how these theories apply in atmospheres like this, but also to find possible elements in their leadership approach that could improve their situation.
We find that the department has a very unique culture, that really emphasises helpfulness and collectiveness, yet are displeased to waste time on supporting contractors, when they are already hard-pressed to do their own actual work. Many have ideas on how to improve the situation, yet they have little faith in their implementation if it involves costs, inhibiting sharing of ideas. Their leader strives to use transformational leadership as his approach, which could be supported by adaptive leadership in the effort to create an adaptive workplace suited better suited for their daily challenges, further incorporating the leader into the culture, and hopefully usher the employees to take part in the responsibility of finding solutions for their challenges.
|Uddannelser||Virksomhedsledelse, (Bachelor/kandidatuddannelse) Kandidat|
|Udgivelsesdato||26 maj 2019|
|Vejledere||Sameer Ahmad Azizi|