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Far Eastern University – Manila Nicanor Reyes Street, Sampaloc Manila, Metro Manila 1 st Semester School Year 2019 -In partial fulfillment of requirement in Leadership and Decision Making (MGT 1101)Case Study: Chapter 13: Innovation at IKEASubmitted to: Prof. Virginia Abueva-Amorcillo, MMBMSubmitted...

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LEADERSHIP AND DECISION MAKING (MGT 1101)

Far Eastern University – Manila Nicanor Reyes Street, Sampaloc Manila, Metro Manila 1st Semester School Year 2019 -2020

In partial fulfillment of requirement in Leadership and Decision Making (MGT 1101) Case Study: Chapter 13: Innovation at IKEA

Submitted to: Prof. Virginia Abueva-Amorcillo, MMBM

Submitted by: ABDULWAKIL, Asmeralda ENRIQUEZ, Hope Trinity Section 56 Date Submitted: November 14, 2019

LEADERSHIP AND DECISION MAKING (MGT 1101) Chapter 13 Case Analysis: Innovation at IKEA I.

INTRODUCTION The group’s case study is under Chapter 13 entitled, “Innovation at IKEA.” The focus of the case study is the culture that arose from its founder, Ingvar Kamprad. IKEA began as a small business that became a successful one due to one event that occurred in its beginnings. From there, we can observe how factors such as the task, the organization and the environment can affect the overall situation and how a leader should react to such will be studied.

II.

SYNOPSIS The innovation at IKEA begun when one of Krampad’s employees suggested to remove the legs of the table to make the transport easier. With that, a series of other furniture that can be self-assembled were created and it shaped IKEA’s current brand of flat-pack and self-assembly line of furniture. Krampad may have retired from the company, but his standards and principles have taken root in the company. The culture in valuing collaboration and promoting teamwork while continuing to search for innovative ways in business remains as IKEA’s most important principle. Giving high regard to the co-workers made employees working in IKEA happy.

III.

STATEMENT OF THE PROBLEM IKEA may have sound ideal for every employees due to its corporate culture that gives employess high regard, and its unique brand of furniture for the customers, but it is unavoidable that problems would still arise, such as: 1. Poorly designed infrastructure. Customers browse for their desired furniture through a stark, dimly lit warehouses. 2. Since IKEA has warehouses that serves as its outlet, there is sure to be a lack of human employees to attend to the needs of million customer that goes through the

LEADERSHIP AND DECISION MAKING (MGT 1101) gigantic space. IKEA remains to be minimal in terms of service to their customers. IV.

OBJECTIVES OF THE STUDY The main objective of the study is to solve the problems of IKEA through the use of applying learned principles under Chapter 13 The Situation, thus the following are the specific objectives: 1. To explain the how task, organizational, and environmental levels of situation can affect the whole and its implications to the leader. 2. To offer and suggest feasible solutions and actions to the management as to how they can keep up the success of the company while solving the problems that have risen.

V.

ALTERNATIVE COURSE OF ACTION 1. 2. 3.

VI.

ANALYSIS (ADVANTAGES AND DISADVANTAGES)

ALTERNATIVE COURSE

ADVANTAGES

DISADVANTAGES

OF ACTION

. VII.

CONCLUSION k

VIII.

RECOMMENDATION k

IX.

MINICASE STUDY QUESTIONS 1. Which type (or types) of organizational culture do you think are dominant at IKEA?

LEADERSHIP AND DECISION MAKING (MGT 1101) The most dominant culture type that IKEA has shown is the Clan type culture, Hierarchy type culture and Adhocracy type culture. It has Clan type because it values collaboration and promoting of teamwork. Hierarchy type because they have stated clear rules and process for their employees and they have the need for smooth functioning in the company. Adhocracy type because it encourages the employees to think of their own innovation which adheres to Adhocracy’s emphasis on task involvement.

2. Consider Schein’s four key organizational culture factors as describe in the chapter. What examples can you identify within the IKEA organization that contribute to the company’s strong corporate culture? An example of would be Krampad’s random visits to IKEA just to check the company even though he has retired. His dedication to IKEA will become a story that will pass down to future generations of IKEA employees. Krampad also has a story that would influence IKEA’s employees to retain the company’s principles and values such as being innovative and cost-conscious.

3. Do you think IKEA’s distinctive culture will continue to be a competitive advantage in the years to come? If so, what do you think are ways it can be sustained and reinforced?...